DO MORE THAN GIVE: The Six Practices of Donors Who Change the World by Leslie R. Crutchfield, John V. Kania, & Mark R. Kramer
Foundation Source Access, the new eHarmony for family foundations, gives smaller donors access to a wide variety of innovative funding opportunities.
Foundations often undermine their own efforts by micromanaging how social problems are solved. Two insiders explore why foundations have developed this way and what grant makers can do to foster high impact strategies.
Goldman Sachs 10,000 Women program is helping women in 22 countries in the developing world start and grow businesses, Dina Habib Powell, who oversees the effort told a business school audience.
If you want to give money to a good cause, how do you decide which organization to focus on amidst myriad choices? A new enterprise driven by Stanford MBAs, known as Philanthropedia, is making it easier for you to figure it out.
The wealth generated by the dot-com boom of the 1990s produced a new generation of philanthropists, determined to use their capital and their business savvy to solve social problems. A decade later, have they transformed the world of philanthropy?
Increasingly, older workers are choosing to spend their later working years doing things that matter to them, providing a "wellspring of innovation" by either working for or volunteering with nonprofits, government programs, or foundations. That's good since estimates are nonprofits will need 640,000 new executives over the next decade.
There are “huge opportunities for companies and other private sector players in the environmental area,” said Mark Tercek, an investment banker who spent the past 24 years at global giant Goldman Sachs. “We’re off to the races there."
Many believe the foundation sector is on the cusp of a golden age. Baby boomers will soon inherit a tremendous amount of wealth and will be able to start to seriously give away their money. But even with this rosy picture, Kathleen McCarthy, director of the Center for the Study of Philanthropy at the City University of New York, says the future of foundations is less secure than most people think.
Luther Ragin of the Heron Foundation argues that the prevailing model of philanthropic organizations giving away just 5 percent of their funds each year may be shortchanging charitable causes.
According to recent research, people tend to perceive organizations as being either warm or competent, not both—and they are much more likely to do business with the competent one.
"The more money a person makes or has, the less generous, helpful, compassionate, and charitable he is toward other people,” says Paul Piff, a doctoral candidate in social and personality psychology at the University of California, Berkeley.
GIVE SMART: Philanthropy That Gets Results by Tom Tierney & Joel L. Fleishman
Impact Investors at Toniic aim to create an ecosystem for impact investing that mirrors the Silicon Valley way of doing deals. They know relationships are the key to keeping money moving.
Grantmaking initiatives often fail when the foundation remains isolated from its grantees and the communities they both serve. To remedy this problem, grantmakers must work more closely with their grantees, community leaders, and other important stakeholders. This engagement helps everyone involved gain a deeper understanding of the problems they are tackling, create new and better solutions, and build more effective organizations
Recent surveys on giving by corporations and high-net-worth individuals look promising for the nonprofit sector. The author submits how to best obtain these resources in a competitive fundraising environment.
Nonprofits should indeed be pushing the incoming administration for a greater voice in helping to shape the policies that affect nonprofits and the communities they serve. But the conversation needs to include the voice of smaller nonprofits, not just large organizations.
Mergers may require their own specific funding. The author recommends various sources for such funding.
In a chilly fundraising environment, recruit more volunteers.
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When you begin to wonder - Am I in the right job? - it may be time to try social enterprise on for size. In this audio lecture, sponsored by the Stanford Center for Social Innovation, Tom Tierney shares how he threw caution - and a big salary - to the wind when he first decided to found the Bridgespan Group. He talks about his challenges, fears, and ultimately, triumphs in establishing this organization dedicated to helping nonprofits and philanthropy achieve breakthrough results.
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Responsible investing begins in local, underserved communities. In this education podcast, CEO Martin Eakes talks about how his organization, Self-Help, has provided almost $6 billion in financing to more than 60,000 homebuyers, small businesses, and nonprofits, and how it is serving thousands of low-income families through retail credit union branches. Eakes' presentation is an inspiring rallying cry for redirecting resources to those who can benefit the most. His talk is part of a discussion sponsored by the Center for Social Innovation.
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Technologies such as mobile phones and computers are increasingly becoming tools for philanthropic giving. In this Stanford Center for Social Innovation audio lecture, former Community Foundation of Silicon Valley president Peter Hero discusses how global changes in philanthropy are providing opportunities in the online giving space. He considers how online giving can be made more robust, and how trends in this arena may allow for the strengthening of civic engagement around the world.
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In turbulent times like ours, we need “hard-edged hope,” says Jacqueline Novogratz, the much-celebrated founder of the Acumen Fund. Affirming that the world is indeed a better place now than it was 40 years ago, she traces her own journey from a childhood witnessing racial inequities all around her in Detroit to a career leading the field of social impact investing. Novogratz rallies the community of Stanford business graduates to be part of the new generation of innovative problem solvers.
How do environmental challenges create growth opportunities, new markets, and innovation? Two Goldman Sachs managers discuss how their investment firm is making the financing of corporate deals contingent upon the incorporation of increasingly stringent environmental criteria.
Community foundations have become an increasingly common outlet for charitable giving in the United States. In this panel discussion, led by Julie Juergens, the director of the Center for Social Innovation, community foundation leaders discuss innovative models for foundations as well as challenges faced by this sector.
The nonprofit sector delivers social value and the for-profit sector delivers economic value, right? Wrong! Jed Emerson argues that value is nondivisible, whole, and blended. He invites us to think beyond philanthropy, corporate social responsibility, social enterprise, and other limiting mindsets.
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When you begin to wonder - Am I in the right job? - it may be time to try social enterprise on for size. In this audio lecture, sponsored by the Stanford Center for Social Innovation, Tom Tierney shares how he threw caution - and a big salary - to the wind when he first decided to found the Bridgespan Group. He talks about his challenges, fears, and ultimately, triumphs in establishing this organization dedicated to helping nonprofits and philanthropy achieve breakthrough results.
You are missing some Flash content that should appear here! Perhaps your browser cannot display it, or maybe it did not initialize correctly.
Responsible investing begins in local, underserved communities. In this education podcast, CEO Martin Eakes talks about how his organization, Self-Help, has provided almost $6 billion in financing to more than 60,000 homebuyers, small businesses, and nonprofits, and how it is serving thousands of low-income families through retail credit union branches. Eakes' presentation is an inspiring rallying cry for redirecting resources to those who can benefit the most. His talk is part of a discussion sponsored by the Center for Social Innovation.
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The Skoll Foundation funds individuals and organizations with good ideas that can quickly grow in scale and impact. In 2002, as the leaders looked to the future, they pondered how they could act as leading social entrepreneurs themselves in terms of how they structured the foundation’s work.
The Broad Education Foundation was established in 1999 to focus on K-12 public education reform. As the foundation sought to expand its reach, its ability to transition the management of its flagship investments would become increasingly important, and maintaining accountability to stakeholders would also be critical.
In April 1999 the leaders of a nonprofit that acquired private land for transfer to public use met to discuss their latest internal auditors’ report. They wanted to decide how best to analyze the findings in order to explain to the board why the results did not appear as good as they actually were.
The community development arm of The Roberts Foundation must decide whether to continue its investment in Asian Neighborhood Design. The housing and community development organization has been experiencing operational challenges due to rapid growth.
The Gordon and Betty Moore Foundation has approved a $110 million nursing initiative to improve patient care in hospitals. The case addresses how the Foundation can determine which grants to make under the initiative, and how it may most effectively allocate funds.
This paper discusses how socioeconomic results are quantified with traditional financial measures. It briefly outlines the methodology used by the Roberts Enterprise Development Fund.
The CEO of the Global Fund for Women, an organization that seeds and supports women’s rights groups, must examine how to guide the fund’s growth without having it lose its connections with donors and grantees. She also wonders how the fund could do better at assessing grant outcomes and sharing success stories.
Mirae, a group of affluent housewives in Seoul, is working to prepare for the reunification of the North and South by raising strategic funds. The group ponders how to create a nonprofit in a society that has traditionally thought of charity as an intra-family issue.
The Hewlett Foundation has used a theory-of-change model to structure its planning and evaluation efforts. In 2001, the Foundation endeavored to increase its effectiveness and accountability by formalizing its planning and assessment practices.
Community Foundation Silicon Valley President Peter Hero considers whether the Foundation should continue to focus on providing an array of donor services or on building an unrestricted endowment. He also reflects on whether the Foundation would best be supported by a large number of diverse donors or a smaller set of high-value donors.
By 2005, the Robert Wood Johnson Foundation had firmly established the importance of building a knowledge base and communicating its findings to external and internal constitutencies. The foundation faced the challenge of how to effectively execute its communications.
The Silicon Valley Social Venture Fund provides Silicon Valley donors with philanthropic experience and education to empower their giving, and awards capacity-building grants to nonprofits. The fund’s leadership wondered how to improve the partner consulting program to better leverage partner expertise, and how to engage partners in grantmaking and educational activities.
In 2002, the Annie E. Casey Foundation, dedicated to building a better future for disadvantaged children, hired a director of social investments. The director faces challenges such as how to enable the long-term sustainability of grantees, track financial and programmatic performance of investments, and resolve the tension between social investment and programmatic strategies.
Practitioners and academics at a 2004 Stanford University conference discussed the field of venture philanthropy. The overview includes topics such as capacity building, relationships between grantors and grantees, and performance measurement.
The chief investment officer of Acumen Fund, an international venture philanthropy fund, is reviewing the performance of a portfolio organization. Against the backdrop of Acumen’s own evolution, he is trying to determine how much additional support to provide an organization that has faced similar challenges.
Young companies trying to enter parts of the health care industry by focusing on helping patients stay healthy and allowing safety net providers to use their resources have a hard time attracting venture capital funds that focus more on traditional profit. A recent article by two Stanford Graduate School of Business researchers argues that it's time to change this pattern.
Social pressure plays a major role in determining corporate strategy and performance according to an award-winning paper coauthored by Professor David Baron. The researchers find that social pressure and social performance reinforce each other, greater social pressure is associated with lower financial performance, and financial and social performance are largely unrelated.
Asking would-be donors for their time, not their money, is a better way for charities to increase donations, says professor Jennifer Aaker. Asking donors first to volunteer their time can positively shift their willingness to give both time and money.
This study presents fundamental concepts of markets, capital markets, and social capital markets. It also highlights select initiatives underway in early 2007 that sought to improve the functioning of social capital markets.
This essay explores how the lines are blurring between for-profit businesses and nonprofits that do social good. It outlines examples of companies that embody "blended value" and discusses barriers to sustainable capitalism, and the role of philanthropy in supporting it.
Daniel Grossman's Wild Planet creates toys that parents love as much as kids. His aim is to inspire learning and inventiveness.
Bruce McNamer empowers entrepreneurs in rural areas around the world to become self-sufficient. He finds helping people to help themselves a noble calling.
Josh Becker combines private, public, and government-sector solutions in addressing big social challenges. His focus is innovation.
In turbulent times like ours, we need “hard-edged hope,” says Jacqueline Novogratz, the much-celebrated founder of the Acumen Fund. Affirming that the world is indeed a better place now than it was 40 years ago, she traces her own journey from a childhood witnessing racial inequities all around her in Detroit to a career leading the field of social impact investing. Novogratz rallies the community of Stanford business graduates to be part of the new generation of innovative problem solvers.
Young companies trying to enter parts of the health care industry by focusing on helping patients stay healthy and allowing safety net providers to use their resources have a hard time attracting venture capital funds that focus more on traditional profit. A recent article by two Stanford Graduate School of Business researchers argues that it's time to change this pattern.
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Technologies that reduce costs and improve care for the underserved are often the most difficult to scale up. But a handful of strategies could turn things around.
The time is now for foundations, large and small, to engage in public policy.