![Group of people at a large conference table](/sites/g/files/omnuum10826/files/styles/hwp_21_9__1920x825/public/2025-09/54135548620_35b08f9dea_o.jpg?itok=iHOsyeMq) # Partnership Ready: What Foundations Look for in Municipal Partners September 08, 2025 [ Stephen Goldsmith ](/stephen-goldsmith) [ Kate Markin Coleman ](#katemarkincoleman) On November 8, 2024, three days after the presidential election, the Bloomberg Center for Cities at Harvard University and The Kresge Foundation brought together the chiefs of staff of the thirty largest U.S. cities for an already scheduled convening. Designed for city leaders interested in partnering with philanthropy, the event focused on the dynamics that shape cross-sector collaboration. The group examined multi-party efforts that address complex, place-based issues, such as neighborhood revitalization. The convening occurred at a pivotal moment. With the funding landscape uncertain, the chiefs of staff speculated that cities would need to fill in the gaps left by shifting federal policies, a concern that has intensified in the months since. While acknowledging the understandable impulse to use philanthropic resources to back fill cuts in federal funding, the chiefs of staff also recognize that to use donor dollars exclusively to plug losses in government funding jeopardizes investment in long-term, transformational initiatives. The next several years will usher in a period of disruption, the full effects of which have yet to be determined. Even so, we hope the pressing need to help people and support critical institutions will not diminish interest in public-private partnerships aimed at changing the long-term trajectory of communities. The increasing stress on cities and their most vulnerable residents will, however, put a premium on getting those partnerships right. Over the last year, we have spoken to dozens of philanthropic and city leaders about their experiences working together to effect place-based change. This paper draws from our interviews and from the results of the November meeting to help cities better understand foundations’ perspectives on the goals and factors contributing to successful partnerships. We believe that a clearer understanding of roles and needs, coupled with better goal alignment will create more value at a critical time. The literature documents a handful of well-known examples of philanthropic entities partnering with cities to address complex local issues. Leading efforts include The Kresge Foundation’s role in Detroit’s bankruptcy restructuring, and other foundations’ work with the Harlem Children’s Zone, Strive Together, Purpose Built Communities, and the Dallas Child Poverty Action Lab. Unfortunately, long-term, successful partnerships like these are rare. Changing conditions, leadership turnover, and structural barriers make them difficult, though not impossible, to sustain. [Download and continue reading Partnership Ready here](). ## About the Author ### Stephen Goldsmith ![Headshot of Stephen Goldsmith](/sites/g/files/omnuum10826/files/styles/hwp_1_1__100x100_scale/public/datasmart/files/goldsmith_headshot_2018.jpg?itok=_stVEJro) Stephen Goldsmith is the Derek Bok Professor of the Practice of Urban Policy at the Harvard Kennedy School and the director of Data-Smart City Solutions at the Bloomberg Center for Cities at Harvard University. He previously served as the mayor of Indianapolis and deputy major of New York City. [Read Professor Goldsmith's full bio here](/stephen-goldsmith). --- ## About the Author ### Kate Markin Coleman ![Headshot of Kate Markin Coleman](/sites/g/files/omnuum10826/files/styles/hwp_1_1__100x100_scale/public/datasmart/files/kmc_headshotjpeg.jpg?itok=MmA6K6LE) Kate Markin Coleman has thirty years of experience as a senior executive in the private and social sectors. Her current research, advising and speaking focuses on social sector impact, scaling, cross sector collaboration and workforce development. She directs IAS advising LLC, a strategic consultancy for social ventures. She is co-author of two recently published books, Growing Fairly; How to Build Opportunity and Equity in Workforce Development and Collaborative Cities: Mapping Solutions to Wicked Problems. Prior to founding her advisory practice, Kate was an Advanced Leadership Fellow (ALI) at Harvard University, and before that, she served as Executive Vice President, Chief Strategy and Advancement Officer for YMCA of the USA. Kate sits on the Advisory Board of NeverTechLate, the board of Social Venture Partners Chicago, and the University of Chicago’s Crown Family School of Social Work, Policy, and Practice council. She is also a member of the committee advising the university on the launch of its Leadership and Society Initiative, an ALI-like program. She has served on numerous other social sector, professional, and association boards. She has an MBA and MLA from the University of Chicago. See also:- [ City Administration ](/topics/city-administration) - [ Project on Municipal Innovation ](/topics/project-municipal-innovation) Share on:- [ Facebook ](#) - [ Twitter ](#) - [ Linkedin ](#)