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Changing from the Inside Out: Calgary Foundation’s Journey to Strengthen Relationships with Indigenous Communities

February 18, 2020

This case study has been developed as a part of Investing in Native Communities, a joint project of Candid and Native Americans in Philanthropy. Learn about how the Calgary Foundation is taking active steps to change its internal culture and build relationships with Indigenous communities.

Investing in Indian Country: Bush Foundation Evaluates Its Data

September 12, 2019

This case study has been developed in companionship with Investing in Native Communities, a joint project of Candid and Native Americans in Philanthropy. Learn about how the Bush Foundation is taking active steps to engage in a culture of intentionality with data.

Investing in Native Communities: Philanthropic Funding for Native American Communities and Causes

September 12, 2019

From 2002 to 2016, large U.S. foundations gave, on average, 0.4 percent of total annual funding to Native American communities and causes, although the Alaska Native and American Indian population represents 2 percent of the total U.S. population. This report provides the latest data on foundation funding for Native Americans, alongside important historical context that has contributed to the unique experiences and challenges Native Americans face today. The report also consolidates advice and feedback from philanthropic and Native leaders, who reflect on successful work and practices in partnering with Native organizations and communities.

Investing in the Indigenous Arts Ecology

April 5, 2018

This report evaluates the impact and effectiveness of our pilot Native Arts Economy Building grant program as part of First Peoples Fund's ongoing efforts to refine a model of creative placemaking, especially for building creative economies, that is unique to tribal communities.

Native Nations Investments- 2018 Report

January 1, 2018

This report aims to share and illustrate the ways we invest in the Native nations and people in our region. One of our guiding values is to seek to do more good every year. This report will help us look internally at how we can do more to make the region better for everyone, including the Indigenous people of this land

Lessons from the Process of Creating the Native Governance Center

January 1, 2018

This report documents the development of the Native Governance Center, beginning with the Bush Foundation's work supporting the self-determination of Native Nations, through the emergence of a fully independent, Native-led 501(c)(3) organization in 2015 . Included is an analysis of the environment in which the new organization was developed, how we thought about the opportunity at hand, selecting an organizational model, financing considerations, building of leadership, developmental issues, and lessons learned along the way.Our hope is that by reflecting on our experience, and sharing that with others, we can help make more knowledge and tools available to help others — foundation leaders, intrapreneurs and entrepreneurs in philanthropy, and other actors working to advance social good — who may be interested in pursuing a similar path, do their work better .

Five Year Reflection: No Moat Philanthropy - Reflections on five years of working to make the Bush Foundation more permeable

October 1, 2017

The Bush Foundation developed five key learning principles from a No-Moat philanthropy perspective. Since moats and barricades isolate, foundations should be intentional about making an impact through their work. By building relationships, inspiring action, spreading optimism, foundations increase the positive they have in their regions.

Five Year Reflection: Aligning Board and Staff - Reflections on five years of strengthening the Bush Foundation through improved Board-staff relations

October 1, 2017

Five years ago, we stepped into the roles of Board Chair and President of the Foundation together. At the time, Board and staff members were unanimous in wanting to improve Board-staff engagement and alignment.In the four years before we assumed our roles, the Foundation underwent a major strategic shift and as part of that shift the roles of Board and staff changed. The changes included moving the Board from being almost exclusively focused on grantmaking to no involvement in grantmaking at all. This left Board members feeling removed from the work and unclear how they could most eff ectively oversee and shape the Foundation. Staff felt like they were trying to do what the Board wanted, but just couldn't get it right. This was compounded by the fact that the Board and staff simply didn't know each other, due both to high staffturnover and limited Board and staff member interaction.The structure of governance had changed considerably — new committees, new meeting format, etc. — but we had not yet developed the working norms for us all to feel like we understood each other and had shared expectations. In other words, we had focused on the "hardware" — like charters, agendas and policies — but had not invested enough in the "software" — relationships, trust and accountability. We have learned, not surprisingly, that both are critical to a high-performing Foundation.In 2012, we identifi ed improving Board-staff relations as one of our highest priorities. By 2013, Board members felt we were improving, but still rated our "Board and Board-management relations" as a 3.1 on a 5-point scale, according to the Board engagement survey that we conduct every two years. Fast-forward to 2017, and Board members now rate us a 4.85, with 85 percent of Board members rating us a 5.

Celebrating Excellence in Tribal Governance

December 31, 2016

Honoring Nations is a program administered by the Harvard Project on American Indian Economic Development that identifies and shares outstanding tribal government programs and practices in Native nation building. The purpose is to share successes in tribal governance and allow Native leaders and decision makers to learn from their peers. This report highlights the accomplishments and strategies of tribal governments in the period 2016.

Options for Community Arts Training and Support

May 16, 2016

Intermedia Arts, in conjunction with Americans for the Arts / Animating Democracy commissioned this national study of local arts agencies to assess community arts activity and training opportunities. The study was conducted by William Cleveland and the Center for the Study of Art and Community, and the study cohort was comprised of leadership from 423 local arts agencies who had previously indicated their interest and/or involvement in community arts programming in the 2015 Americans for the Arts Local Arts Agency Census. The study's purpose was two-fold: to provide a greater understanding of the demand and availability of arts-based community development training; and to investigate how the benefits of Intermedia Arts' Creative Community Leadership Institute could be made accessible for a broader range of communities.Key findings show:There is both a need for, and high interest in, training for people working at the intersection of arts and community transformation, yet there is a low level of awareness of resources. Among local arts agencies in the study, there is a growing trend to focus more deeply on community engagement and development. Cross-sector relationships are becoming more prevalent among arts agencies, and the impetus for these relationships is coming from both the arts and non-arts sectors. There is strong interest in the integration of arts into the functions of municipal government. Local arts agencies are involved in a myriad of issues from education to economic development, land use to food and agriculture, public safety to civic participation, and more.Part two of this study is a field scan of training and support opportunities related to community arts in the U.S. The aim was to develop a descriptive outline of program types, so this scan should not be considered a comprehensive inventory of such programs.

Beyond Green: The Arts as a Catalyst for Sustainability

May 8, 2016

The creative sector has played a significant role in efforts to raise awareness of the impacts of climate change and encourage sustainable social, economic, and environmental practices worldwide. Many artists and cultural organizations have embarked on remarkable projects that make us reflect on our behaviors, our carbon footprints, and the claims of infinite growth based on finite resources. Sometimes treading a fine line between arts and advocacy, they have sparked extraordinary collaborations that reveal new ways of living together on a shared planet. The 'art of the possible' will become even more relevant as 2016 dawns - bringing the challenge of how to implement the Sustainable Development Goals and the Climate Change Agreement adopted at the end of 2015. Yet with negotiations overshadowed by scientific controversy, political polemic and geographic polarization, individuals can easily lose faith in their own ability to shape change beyond the hyperlocal level. Against this challenging backdrop, could the arts and creative practice become a particle accelerator - to shift mindsets, embrace new ways of sharing space and resources, and catalyze more creative leadership in the public and private spheres? The goal of this Salzburg Global Seminar session was to build on path-breaking cultural initiatives to advance international and cross-sectoral links between existing arts and sustainability activities around the world, encourage bolder awareness-raising efforts, and recommend strategic approaches for making innovative grassroots to scale for greater, longer-term impact.

Characteristics of Community Innovation: A Review of the 2013 and 2014 Bush Prize Winners

February 1, 2016

By providing examples and analyzing themes of how the 18 Bush Prize winners from 2013 and 2014 achieved their innovations and fostered a culture of innovation, readers will have a greater understanding of the processes, factors and approaches that are common among organizations that have demonstrated a pattern of community innovation. The findings may inform future Community Innovation program refinements, including updates to the Community Innovation Process diagram, and adjustments to the foundation's grantmaking approach and grantee assistance.