Equitable Decision‐Making in Community Foundations

ABSTRACT Community foundations can strengthen their localities by connecting philanthropists with areas of greatest need. This article seeks to examine if equitable practices constitute more equitable decision‐making in the structure and processes of the foundation. To this end, we explore decision‐making in terms of the processes involved in funding allocation and grantmaking of discretionary funds in foundation boardrooms, where these decisions typically begin or take place. Through an inductive approach, we formulate a theoretical framework and test our framework through surveys to community foundation leaders. Findings reveal that cultivating diversity and inclusive practices in decision‐making, organizing decisions by mission and strategic goals, and an organizational commitment to equity can strengthen perceived equitable decision‐making. This research has substantial implications in nonprofit spaces by exploring informal and nontraditional prescriptions for better engaging with communities they are serving and creating a more inclusive society. Theoretical and practical contributions are made for advancing equity through decision‐making in spaces where important community‐based decisions are made.