This article summarizes the conclusions of the scientific study, "A case study in leveraging strategic partnerships through trust-based philanthropy," published in the Journal of Philanthropy and Marketing (2024). Lead author Nora L. Jones and a comprehensive team of researchers, including Andrew Epstein, Megan Bair-Merritt, and several others from various medical and academic institutions, explore how shifting the funder-grantee dynamic can create transformative social impact.
The primary conclusion of the research is that funders have a distinct responsibility, and a strategic self-interest, to eliminate competition between the organizations they support. By actively facilitating trust and collaboration rather than allowing grantees to work in silos, foundations are uniquely positioned to foster collective, higher-impact work. This approach is defined as trust-based philanthropy, a set of practices rooted in relationship building, mutual learning, and system equity.
Using the Pincus Family Foundation and its four "Pillar Partners" as a case study, the authors demonstrate that a funder's role should be that of a partner working in service of nonprofits and communities. A central success highlighted is the organization of a collective symposium, which acted as a catalyst for sustained, cross-institutional networks. These connections have resulted in shared projects—ranging from violence prevention studies to reimagining pediatric care—that would not have been possible if the organizations remained in competition for resources.
Ultimately, the authors conclude that when funders move away from top-down power dynamics and embrace a "shared destiny," they empower their grantees to achieve more together. This model proves that even institutions with different specific designs can become synergistic. The study argues that while this shift requires a "leap of faith" from funders, it is a necessary evolution to achieve larger-scale results and foster an enduring community of collaborators.