Seeing Our Work Differently Through SDG Lenses: The experience of Siegen Community Foundation
This blog describes how Siegen Community Foundation began embedding the Sustainable Development Goals across its work following participation in the SDG Wake-Up Call workshops. It explains how the foundation uses an SDG lens to review supported projects, strengthen communications, develop partnerships and guide organisational changes. The article also highlights plans for more sustainable operations, an ESG-aligned investment policy and the importance of board support when adopting a whole-of-organisation approach
The SDGs Are Good For Us
This workshop report explores how community foundations and their support organisations can use the Sustainable Development Goals as a strategic framework. It presents Northamptonshire Community Foundation’s experience of embedding the SDGs across its vision, strategy, donor engagement, partnerships, community conversations and impact reporting. The report also examines effective partnership models and identifies practical roles for support organisations in building capability, sharing evidence and helping community foundations connect local action with global goals.
ECFI Activities and Learnings 2022: Looking Ahead to 2023–2024
This presentation reviews the European Community Foundation Initiative’s main activities, priorities and lessons from 2022, while outlining its direction for 2023–2024. It covers peer learning, field research, support for Ukraine, climate action, emerging community foundation movements, partnerships and the development of ECFI’s Knowledge Centre and Atlas. It also reflects on ECFI’s evolving role as part of Europe’s philanthropy infrastructure and identifies principles guiding its future work.
The European Community Foundation Initiative: A peer evaluation
This peer evaluation assesses the European Community Foundation Initiative (ECFI) between 2020 and 2022, drawing on reflections from community foundation practitioners, support organisations and philanthropy experts across Europe. It reviews ECFI’s work in learning, research, networking, capacity building, advocacy and movement development, highlighting achievements, challenges and strategic recommendations for strengthening Europe’s community foundation ecosystem.
Applying the 4Cs creatively: everyone can be a changemaker
This blog reflects on how Assifero used the 4Cs framework—Capacity, Capability, Connections and Credibility—to reshape its strategy, organisational mindset and approach to evaluation. It describes a shift from service delivery to systems change, from activities to processes, and from responding to needs to mobilising a wider range of assets. The article also shows how the framework supported more flexible funding practices, collective impact and Assifero’s development as a learning organisation.
From Responsive to Strategic Grantmaking: Lessons from Galati Community Foundation
This paper reflects on Galati Community Foundation’s journey from responding to immediate opportunities towards developing a more intentional and strategic approach to grantmaking. Drawing on organisational experience during the COVID-19 pandemic, it explores strategic planning, community mapping, leadership, capacity building and the balance between responsive and proactive philanthropy. The publication also introduces practical tools and frameworks that can help community foundations strengthen their grantmaking, deepen community engagement and increase their long-term impact.
Using Digital Tools for Community Foundation Strategic Planning: Lessons from Two Ridings
his case study follows Two Ridings Community Foundation as it developed a new five-year strategic plan during the COVID-19 pandemic. It describes how simple digital tools, including Jamboard, Zoom and online surveys, supported stakeholder engagement, collaborative planning and the development of a shared vision and mission. The report reflects on the benefits and challenges of digital participation and offers practical lessons for community foundations seeking to strengthen strategic planning and organisational ownership.
