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Many foundations find themselves in a kind of purgatory when it comes to leveraging grants to produce the highest level of social impact. They don’t have the desire to be as prescriptive as venture philanthropists, but they are looking for strategies that allow for more involvement and learning with grantees than traditional responsive grantmaking supports. One Los Angeles foundation, the Weingart Foundation, has had some success in navigating a middle ground. In recent years, it has experimented with an initiative model of grantmaking that brings multiple grantees together with an intermediary and the foundation’s own staff to create a collaborative learning community dedicated to supporting the success of each individual stakeholder. The Weingart Foundation has sponsored initiatives in the areas of education, health, and human services. This article reports on results from the Urban School Districts Reform Initiative of which both authors participated as members of the university team, which served as the intermediary. The initiative’s objective was to support targeted reform efforts within urban school districts with effective plans for change. Accordingly, the goal of the initiative was to improve urban education, and ultimately raise student achievement, by supporting sustainable reforms in school districts educating high numbers of low-income students. The foundation looked to increase the impact of individual grants to school districts by creating the initiative so that grantees could collaborate, trouble-shoot, share knowledge, and access the expertise of foundation and university researchers more readily than if each were working in isolation.

Developing Foundation-University-Grantee Collaboratives as a Model for High-Impact Philanthropy