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68 posts categorized "Grantmaking"

Most Popular PhilanTopic Posts (August 2015)

September 01, 2015

With the markets sliding and the heat and humidity rising, it seems like a good time to take a step back and revisit some of the great content published here on PhilanTopic in August. Learning to embrace change and failure, tips for your next group interview, and the return of venture philanthropy and old-fashioned liberal education -- it was a month to remember, if not one to take to the bank....

What have you read, watced, or listened to lately that made you think? Feel free to it share with others in the comments section below, or drop us a line at mfn@foundationcenter.org.

Weekend Link Roundup (August 22-23, 2015)

August 23, 2015

Gone_fishinOur weekly roundup of noteworthy items from and about the social sector. For more links to great content from and about the social sector, follow us on Twitter at @pndblog....

Climate Change

The student-led movement aimed at getting universities to divest their endowments of investments in the fossil fuel industry is going global, writes Rosie Spinks, and financial types on Wall Street and in London's City district are starting to pay attention.

Community Improvement/Development

The folks at Daily Detroit have posted a good Q&A with Rip Rapson, president and CEO of the Kresge Foundation, which has played an important role in many of the major and minor developments in Detroit over the last five years or so.

Consulting

Richard Marker explains how the well-known "rule of three" in the world of strategy, along with timely advice from colleagues and friends, made him realize how much he had "siloed" his own consulting practice.

Corporate Social Responsibility

With the "economic system that won the great ideological battle of the 20th century...facing a renewed challenge in the 21st," Fortune editor Alan Murray introduces the magazine's first-ever Change the World list, ten companies that are "doing well by doing good."

"For decades many companies ignored the social and environmental consequences of their activities. They saw their main responsibility as delivering returns to shareholders and viewed their obligations to society narrowly, as 'giving back' through philanthropy," write ;Michael E. Porter, a professor at Harvard Business School, and Mark R. Kramer, a co-founder (with Porter) of FSG, a nonprofit social-impact consulting firm, in conjunction with the publication of Fortune's Change the World list. But what's emerging today, they add,

is something more fundamental — something we call creating shared value. Large companies are addressing big social problems as a core part of their strategy. They are disproving the flawed and simplistic notion that business and society are implacable opponents locked in a zero-sum game. Instead, they are demonstrating the radical idea that companies that tackle social problems through a profitable business model offer new hope for innovative and scalable solutions....

On Forbes, Ryan Scott says the Social Innovation and Global Ethics Forum (SIGEF), to be held in Geneva in October, is further proof that companies increasingly recognize "the essential role they must play in the march toward social change. Checkbook philanthropy isn't enough to impact communities or benefit a company's culture," Scott adds; "rather, businesses are seeing the positive results that happen when they engage all aspects of their mission and functions around corporate social responsibility.

Education

In an op-ed piece in the New York Times, Andrea Gabor, a professor of business journalism at the City University of New York, suggests that the so-called New Orleans miracle, the dominant ed reform narrative post-Katrina, is more myth than reality.

Environment

To log or not to log, that is the question. The answer, however, isn't always a simple "yes" or "no," writes Heather Tallis, acting chief scientist for the Nature Conservancy.

Grantmaking

Hey, funders, here a dozen things you do (or can do) that make (or will make) your grantees very happy, courtesy of Vu Lee (the ED known as Nonprofit With Balls).

Higher Education

Last year, Yale University paid the private equity fund managers hired to invest its money $480 million and earmarked only $170 million for tuition assistance, fellowships, and prizes. Not only is that crazy, it highlights "the symbiotic relationship between university endowments and the world of hedge funds and private equity funds," writes Victor Fleischer, a professor of law at the University of San Diego, in the New York Times. 

Nonprofits

On Nell Edgington's Social Velocity blog, Nonprofit Finance Fund CEO Antony Bugg-Levine suggests that "one of the best measures of organizational sustainability is not stability but adaptive capacity, the ability to act as circumstances require and opportunities allow. A truly sustainable enterprise, Bugg-Levine writes, "must have the capacity to nimbly respond to external conditions. A strong balance sheet must allow for flexibility...." 

Philanthropy

Are you, as a certain billionaire running for president might say, "really, really rich" but feeling guilty about it? Do you buy into the idea that your personal philanthropy and generosity excuses you from having to worry about inequality and justice? Get over it, writes Bloomberg View columnist Clive Crook. "The mistake [people make]," he adds,

is to see capitalism as morally tainted, as opposed to just morally incomplete. Social justice requires far more than a system of production and exchange. Moral questions about opportunity, inequality and what we owe each other as citizens and inhabitants of the same planet arise. That's what politics is for. Capitalism as such has no good answers -- but, far from being part of the problem, it's the indispensable condition for finding them....

Social Media

Developing "an effective nonprofit content strategy is a process of continuous improvement," writes Beth Kanter on her blog. "It starts with ideas and brainstorming...[t]hen you have [to] get organized, really organized. Not only do you need to pre-plan your content using an editorial calendar but [you need to] coordinate and assign tasks and organize your content assets and curation. And then there is the task of putting fingers to keyboard and creating the content as well as curating. And on a regular basis, measure, learn, and improve what you are doing...."

That's it for this week. What have you been reading/watching/listening to? Drop us a line at mfn@foundationcenter.org or via the comments section below...

#FailEpic

August 06, 2015

Failure_stampAt three recent philanthropy gatherings*, I heard open discussions of failure in grantmaking strategy and execution. The plural of "anecdote" is not "data," but I'm heartened by this mini-trend.

Still, why is it so hard to talk about failure in philanthropy?

There's no incentive. Under what circumstances is one encouraged to fail? Working out, playing sports, rehearsing for a performance – these are all activities where you're meant to try something new, see how it goes, fix what didn't work, and try again. You get immediate signals that tell you what's not working, and often someone is there to tell you what to do instead, or how to do better. What's crucial in those cases is that you're not alone – there is someone in the role of spotter, observing your performance with a frame of reference of how to do it better and giving you timely feedback on how to improve. And you can see the results. Signals about performance in philanthropy travel much more slowly, if at all, and the roles are not nearly as clear. As discussed in a prior post, most foundations are minimally staffed, so there's not a lot of space for an HR function. And most program staff are recruited for their content expertise, not because they're good managers. So you can't count on there being a spotter for you within your foundation. Don't get me wrong, people within the foundation do pay attention to what you're doing, and you are called to account if you don't follow the rules. But those rules aren't necessarily set up to support performance or performance improvement. Which brings up another point....

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Why Venture Philanthropy Is the Future of Giving

August 04, 2015

News_plant_giving_growth_200For decades, the formula has remained unchanged: donors give to charities, nonprofits, and other social purpose organizations — here in Canada, where LIFT Philanthropy Partners is based, more than $12 billion was donated last year — and organizations, in turn, use those donations to run their programs and offer services in their communities. Benefits are considered to be directly correlated to the size of the donation: more money = more programs and services; less money = fewer programs and services. The cycle simply repeats ad infinitum, without a real understanding of results, impact, or long-term value.

The chief executives of many of these nonprofits are so busy feeding the cycle so as to serve their vulnerable clients that they have little or no time left for the business planning or evaluation that would be the next steps in building organizational capacity. The result is real and systemic challenges that, year after year, aren’t addressed in any meaningful way. For example, despite $12 billion in donations, 42 percent of Canadians have low literacy skills, more than 20 percent of those over the age of 20 have not completed high school, and only 4.4 percent of youth get the recommended amount of physical activity.

How can we help nonprofits do more to tackle these problems? How can we ensure that every dollar of that $12 billion is being used to address the very real, very systemic challenges that are a reality for too many people? How can we get more results from hard-working organizations that are already stretched thin?

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We're There When You Need Us

July 21, 2015

Money-treeDo you expect your street to be plowed after a big storm? Yep. Do you expect that bridge to remain standing as you drive over it? Of course. Do you expect the folks at the 911 hotline number to pick up every time you call? Without question. Do you take the existence of all this publicly-supported infrastructure for granted? Most likely.

The same is true for the infrastructure serving the social sector. Philanthropists and nonprofits depend every day on hundreds of organizations around the globe that serve the needs of the field. Organizations such as Independent Sector, Grantmakers in Health, the Michigan Nonprofit Association, and the European Foundation Centre are there to make connections, answer questions, and, in myriad other ways, facilitate the work of the sector.

So, how do they keep their doors open? Up to now there was no comprehensive picture of what support for "infrastructure organizations" looked like and how that funding was faring relative to other grantmaker priorities. But thanks to a new Foundation Center analysis (22 pages, PDF) prepared at the request of the William and Flora Hewlett Foundation, we now know more.

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Weekend Link Roundup (July 11-12, 2015)

July 12, 2015

Alexander-hamilton-duelOur weekly roundup of noteworthy items from and about the social sector. For more links to great content from and about the social sector, follow us on Twitter at @pndblog....

Civil Society

In a guest essay for Civicus, Darren Walker, president of the Ford Foundation, argues that the international development community's "obsession with quantifiable impact, and frequently dogmatic adherence to discrete deliverables, undercuts the expansive purpose of [civil society organizations], miniaturizing them in their ambition...[and] distort[ing] and inhibit[ing], rather than unleash[ing], the potential of civil society." Walker continues: "If we believe in the work that CSOs are doing — and we should — then [donors] must help usher in a new era of capacity-building investment, for institutions, and the individuals who comprise them...."

Data

"Given the nature of digital data (generative, remixable, scalable, storable, copyable, etc), it's hard to see how the current nonprofit corporate governance structures provide much assurance that these assets will be used for good," muses Lucy Bernholz on her Philanthropy 2173 blog.

Giving

"The best way to activate positive-emotion circuits in the brain is through generosity." Kathy Gilsanan, a senior associate editor at The Atlantic, reports.

Billionaire investor Warren Buffett has announced an annual gift of Berkshire Hathaway Class B shares totaling $2.8 billion to the five foundations he pledged his fortune to back in 2006. As has been the case since Buffett made his pledge, the Bill and Melinda Gates Foundation received the bulk of the shares, with smaller amounts going to foundations run by his three children and the foundation established by his first wife, Susan, who died in 2004. The Wall Street Journal has the details.

As generous, elegant, and carefully thought through as it may be, the Buffett style of philanthropy is in "the process of being re-formulated by a new generation of capitalists, many of whom earned their fortunes disrupting traditional business models." John G. Taft, CEO of RBC Wealth Management, explains.

In a post on the Oxford University Press blog, Ed Zelinsky (The Origins of the Ownership Society: How The Defined Contribution Paradigm Changed America), the Morris and Annie Trachman Professor of Law at the Benjamin N. Cardozo School of Law of Yeshiva University, outlines the continuing benefits (and costs) of the Giving Pledge.

The folks at Eleventy Marketing Group have pulled together a list of key findings from the 2015 Millennial Impact Report, which details how millennial employees "engage in cause work with the companies they work for — and the factors that influence their engagement and involvement in philanthropy programs."

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Seven Charitable Foundation Rules: Myth and Reality

July 10, 2015

Myth-vs-FactFederal statutes and regulations that apply to charitable foundations are complex and frequently misunderstood. To add to the confusion, they often are counterintuitive. Here are just a few examples of rules governing foundation grantmaking that I, on numerous occasions, have found to be misconstrued or misunderstood:

Myth No. 1: Foundations are only permitted to support 501(c)(3) organizations.

Reality: As long as foundations comply with certain legal requirements, they are permitted to make grants for charitable purposes to a range of organizations and entities. For example, if the foundation undertakes a preliminary inquiry, both the grantor and the grantee commit in writing to comply with reporting requirements, and the prospective grant recipient commits in writing that the funds will be expended for charitable purposes, the foundation can legally make grants for charitable purposes to government agencies and even for-profit corporations.

Myth No. 2: Foundations are not permitted to support the development, publication, or distribution of materials that comment on positions taken by candidates in election campaigns or on positive or negative features of pending legislation.

Reality: Foundations are permitted to provide financial support to organizations for the preparation of voter information guides and educational materials about proposed legislation and other issues of public interest. Voter information guides must refer to each candidate's views on a cross-section of issues and include a fair and unbiased analysis of other positions. Educational materials supported by foundation dollars must present all sides of the issue in question and be sufficiently balanced to enable readers or listeners to form their own opinions. Foundations are not permitted to reveal their own positions or preferences with respect to an issue in such materials.

Myth No. 3: Foundations are required to receive and retain a grantee organization's written acknowledgement for any gift in excess of $250.

Reality: The $250 written acknowledgment rule applies to payers of income tax such as individuals and for-profit corporations, but not to foundations — which are exempt from income taxes. So long as a foundation retains proof of the support it has given to a grantee organization (such as a canceled check), it need not seek or retain that grantee organization's written acknowledgment of a gift.

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Funding the Marriage Equality Movement: Lessons in Collaboration and Risk Taking

July 06, 2015

Rainbow-flagThe marriage equality movement in the United States has been fueled by the strategic and coordinated efforts of legal groups, advocacy organizations, and a small but active community of grantmakers. The historic U.S. Supreme Court ruling on June 26 to extend marriage equality nationwide was preceded by a gradual legislative sea change and a dramatic shift in public opinion. In 2001, a majority of Americans opposed the idea of allowing same-sex couples to marry. In 2015, polls showed a reversal of the numbers, with 57 percent of Americans favoring marriage equality.

One of the key funders behind this shift was the Civil Marriage Collaborative (CMC), an initiative of the Proteus Fund that has partnered with individual donors and foundations to award roughly $2 million in grants each year since 2004 for a broad range of publicly visible education activities aimed at advancing marriage equality. In the wake of the Supreme Court's decision to uphold same-sex marriage as a constitutional right, it's worth looking closer at how CMC, as a funder collaborative, contributed to the success of the marriage equality movement. The CMC story also offers lessons about the role philanthropy can play in advocacy, as well as how funders can collaborate and take risks to achieve greater impact.

Prior to the Supreme Court decision, federal law defined marriage as the union of a man and a woman. By 2004, marriage equality had gained traction with a number of key legislative wins, including the approval of civil unions in Vermont, which granted same-sex couples some (but not all) of the legal benefits of marriage, and a landmark victory in Massachusetts that made it the first state in the U.S. to uphold the right of LGBT couples to marry. But it was also a year of setbacks for the movement, as a series of same-sex marriage bans were passed in thirteen states. According to CMC director Paul A. Di Donato, it was around this time that some grantmakers began to realize that achieving a critical mass of support for marriage equality would require greater engagement by the philanthropic community, not just a few relationships between individual foundations and big national players. With that in mind, a group of funders, including the Gill Foundation, the Evelyn and Walter Haas Jr. Fund, the Overbrook Foundation, and the Proteus Fund (as a convener), came together around the idea that pooling financial resources and sharing collective knowledge could lead to broader change. Subsequently, they agreed to test the waters as a funder collaborative for a few years to see whether same-sex marriage would continue to gain traction as an issue. In 2007, when Di Donato joined CMC, same-sex marriage was still at the top of the LGBT agenda and the collaborative's members were still deeply committed to supporting public education activities aimed at advancing that agenda.

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[Review] 'Staying the Course: Reflections on 40 Years of Grantmaking at the Rockefeller Brothers Fund'

May 15, 2015

Book_staying_the_courseWilliam S. Moody joined the Rockefeller Brothers Fund in 1968, and for the next four decades he helped shape the fund's grantmaking programs in Africa, Latin America, the Caribbean, and Central and Eastern Europe. In Staying the Course: Reflections on 40 Years of Grantmaking at the Rockefeller Brothers Fund, Moody recounts with unflagging enthusiasm — and, at times, in great detail — his distinguished career, the credit for which he is more than happy to share with colleagues, collaborators, grantees, and members of the Rockefeller family and RBF board.

Staying the Course explores how RBF's grantmaking programs tried, "over time, to enlarge people's understanding of, and ability to address, sustainable development challenges; to protect human rights and promote international understanding; and to strengthen important dimensions of civil society and democratic practice in transforming societies." A tall order, to be sure, and one that, in Moody's view, the fund for the most part delivered on, thanks to what he describes as its "responsive and proactive, serendipitous and systematic" approach to "helping people help themselves."

Moody traces the evolution of that approach from the fund's establishment in 1940 by the sons of John D. Rockefeller, Jr. The operation was still very much a family affair, he writes, when he came on board in the late 1960s, but the Rockefeller family philosophy of being "in it for the long haul, articulating ambitious goals knowing full well that those goals could not be reached quickly," and being "willing to make long-term commitments to effective organizations and institutions — a decade or two or more, long enough 'to make a difference', as Andrew Carnegie said" — was already deeply embedded in the fund's grantmaking practice.

As a program officer at a relatively small foundation, Moody was focused on allocating the limited resources available to him to maximum effect. In the late 1960s, for example, RBF's annual budget for international programs was a modest $10 million to $15 million — although at a time when only 5 percent of total U.S. foundation grantmaking was directed overseas, the fund was considered an important player in the international arena. More importantly, its efforts in that arena, Moody argues, demonstrate that small investments can create significant impact. In fact, the approach to grantmaking he developed back then, he writes, is quite similar to what today we call "venture philanthropy," characterized as it was "by a high level of involvement with grant recipients; a willingness to experiment and try new approaches; and a focus on capacity building for sustainability" — while avoiding any expectation of a quick pay-off.

Early on, Moody's efforts were focused on two areas: the thoughtful use of natural and cultural resources, or what is now called "sustainable development," in the developing world, and strengthening civic engagement and the nonprofit/voluntary sector globally. From 1968 through the mid-1980s, for instance, RBF supported rural development in sub-Saharan Africa and anti-apartheid efforts in South Africa, where the young program officer learned the importance of collaboration — as well as the need for flexibility, patience, and good partners. When making grants in six Central and South American countries, for example, he made it a point to invest in individuals, people like conservation expert Kenton Miller, a pioneer of sustainable resource management models and a key facilitator of RBF's productive partnership with the United Nations' Food and Agriculture Organization (FAO).

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Communicating the Lia Fund’s Sunset Plans to Grantees

May 04, 2015

Sunset_13Randy Lia Weil believed in beauty, fairness, the human heart, and the wisdom of nature in all things. She was a dancer, teacher, Feldenkrais practitioner, and artistic spirit. Gracious, graceful, and exceedingly generous, she was the catalyst for many people to create new possibilities for their lives and their dreams.

Prior to her passing in 2006, she created a trust and named a number of friends and colleagues from diverse disciplines with experience in nonprofit organizations to act as advisors to help identify potential grantees. This group created a small private foundation, The Lia Fund, to carry on her values and help realize them in the world.

The Lia Fund made its first set of grants in 2008, and for six years made grants to social change organizations in the areas of climate solutions, community arts, and holistic health and healing that promoted a holistic view of the world informed by the wisdom of nature. In recognition of the great need for resources to support grassroots organizations, especially in the aftermath of the 2008 recession, the foundation decided to spend down its assets, making its last grants in 2014.

The foundation was thoughtful in its decision to spend down, and used that decision to drive transparency in awarding grants and communicating clearly with grantees. Because of the early nature of its decision, the $5 million in grants awarded to a hundred and seven organizations were progressive, purposeful, and appropriately communicated so as to make an impact during the foundation's lifespan.

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McKnight Foundation’s Strategic Framework, Updated for 2015-2017

April 02, 2015

StrategyWith 2015 in full swing, we are pleased to share with you the McKnight Foundation's new Strategic Framework, updated and refreshed for 2015-2017. This is the second iteration of this important document, the first of which was developed in 2011 and implemented for 2012-14. We got good mileage out of our inaugural framework during the first three years, and we are excited to put the new one — a slightly streamlined model which retains the parts that worked well and revises those that needed tuning up — to use during the next three.

McKnight's Strategic Framework is very much a living document, which — like our work — must evolve in response to a changing environment if it is going to remain useful and relevant. We intentionally took an open and collaborative approach to the updating process, inviting input from stakeholders connected to McKnight's mission at all levels. Naturally, our board and staff were highly engaged; but we took a further step this time around, turning to our network of grantees, peers, and other partners for ideas on mapping our strategic course based on their unique contexts.

I want to thank everyone who responded to my earlier blog post inviting input as we updated the previous framework. It was gratifying to hear affirmations of McKnight's embrace of adaptive action in addressing complex challenges and changing external conditions. There were also comments specific to individual program areas and suggestions for new issues we should consider, all of which were shared with relevant staff. I also heard from several foundation and nonprofit colleagues that they had used the framework format for their own reflection and planning efforts. Thank you for contributing to our process; your input helped make the final product relevant and useful to us, our peers, and our partners.

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Weekend Link Roundup (March 21-22, 2015)

March 22, 2015

Think_springOur weekly roundup of noteworthy items from and about the social sectorFor more links to great content from and about the social sector, follow us on Twitter at @pndblog....

Climate Change

Cold winter, wasn't it? Well, yes, if you were on the East Coast of the United States. Not so much everywhere else.

According to Equities.com, the Guardian has launched a campaign to encourage the Bill & Melinda Gates Foundation and the UK-based Wellcome Trust, the two largest funders of nongovernmental medical and scientific research in the world, to divest their portfolios of investments in fossil fuel companies. "We have to confront our own inconsistencies," said Professor Chris Rapley, former director of the Science Museum in London. "Either [Gates and the Trust] accept the argument that we need to wean ourselves off fossil fuels or they don't. It's highly symbolic when charities like this make a stand."

Education

On the Gates Foundation's Impatient Optimists blog, Allan Golston, president of the foundation's U.S. program, argues that annual, comprehensive education data is vital to ensuring that all students have access to a quality education.

International Development

In the Washington Post, Kevin Sullivan and Rosalind Helderman offer a closer look at how Bill and Hillary Clinton's charitable work in Haiti has both succeeded and failed.

Leadership

On the NCRP blog, Britt Yamamoto, executive director of iLEAP, a nonprofit organization that works to inspire and renew social leaders, shares some key takeaways from the NCRP report Cultivating Nonprofit Leadership: A (Missed?) Philanthropic Opportunity.

Grantmaking

The future of innovation in the social sector is...general operating support, writes Jocelyn Wyatt, executive director of IDEO, on the Stanford Social Innovation Review blog.

Nonprofits

Boston-based venture capitalist Todd Dagres is a fan of Shark Tank, the ABC business-pitch reality show, and according to the Boston Globe's Sacha Pfeiffer, he's looking to create a competition modeled on the show where "[e]arly-stage not-for-profit organizations could pitch their missions to investors, who would vet them on their plans and fund those they consider most promising."

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Foundation Strategy...the Enemy of Collaboration?

February 19, 2015

Chrysalis_imageIn today's world, it is almost obligatory for any self-respecting foundation to describe its work as "strategic." At the same time, a growing number of foundations are coming to the realization that, if they hope to scale their work and achieve lasting impact, they need to collaborate with each other and across sectors. I fear, however, that the way many foundations approach strategy is erecting barriers rather than building bridges to collaboration. This post is my attempt to explain why that is and to offer some practical solutions to the problem.

My thoughts on this matter were sparked by remarks originally made by Larry Kramer, president of the Hewlett Foundation, and elaborated on by Heather Grady in the Stanford Social Innovation Review. For the record, I believe that foundation strategy is a critical element in achieving impact, but like so many things it is best practiced in moderation.

The fetishism of strategy

It used to be that people made a point of saying they practiced philanthropy rather than charity. That distinction gradually fell by the wayside as younger generations of philanthropists began to introduce ideas and practices from the business world related to impact and metrics, liberally peppering their discourse with phrases like "social return on investment." In their eyes, the way many practiced philanthropy was not much of an improvement over charity, which they saw as dealing largely with symptoms and driven by donors and staff who valued heart over head and had no clear way to articulate hoped-for outcomes — let alone measure them. The more the term philanthropy became devalued, the more it came to be modified by adjectives of choice. Suddenly, if your philanthropy wasn't tactical, effective, catalytic, high-impact, or, at a minimum, strategic, it wouldn't be taken seriously.

Many foundations, particularly the larger staffed ones, responded to this change by immersing themselves in protracted strategic review processes, frequently under the guidance of prestigious consulting firms. Often triggered by a change in foundation leadership, these exercises tend to follow a pattern, one aspect of which is well-known to nonprofits frustrated by the all-too-familiar refrain of program officers who cite "our deep internal review process" as the reason that "no new requests for funding can be entertained at this time" and who encourage you to get back in touch "when our new priorities have been defined."

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Weekend Link Roundup (February 7-8, 2015)

February 08, 2015

Winter-wonderland-tumblr-3Our weekly roundup of noteworthy items from and about the social sectorFor more links to great content from and about the social sector, follow us on Twitter at @pndblog....

Climate Change

The Guardian's Damian Carrington reports that Norway's Government Pension Fund Global (GPFG), the richest sovereign wealth fund in the world, with assets totaling more than $850 billion, dumped 32 coal-mining companies from its portfolio in 2014. "Our risk-based approach means that we exit sectors and areas where we see elevated levels of risk to our investments in the long term," said Marthe Skaar, spokesperson for GPFG, which had had $40 billion invested in fossil fuel companies. "Companies with particularly high greenhouse gas emissions may be exposed to risk from regulatory or other changes leading to a fall in demand."

Communications/Marketing

In the Stanford Social Innovation Review, Andrew Sherry, vice president of communications for the John S. and James L. Knight Foundation, argues that, in the age of the Internet, "communications is not just an opportunity for nonprofits; it's a necessity. Whether we're fundraising or trying to influence policy," he continues,

how we reach the right person with the right message has changed profoundly. Now it can take far more to figure out who the right people are, what channels to reach or influence them through, and how to hear them. It’s one thing to land a grant to open a new art space; it’s another to convince city hall that the community wants it, and still another to build a community to support it....

Education

It is troubling and a very big deal, writes Ben Hecht, president and CEO of Living Cities, that a majority of U.S. public school children today live in poverty and are eligible for a free or reduced price lunch. 

Grantmaking

On the Glasspockets Transparency Talk blog, Jessica Bearman (aka "Dr. Streamline) shares six things foundations can do to improve the diversity and inclusion of their grantmaking.

Impact/Effectiveness

In a LinkedIn post, Peter York, founder and CEO at Algorhythm, a Philadelphia-based software company that is working to "democratize" impact measurement, asks: Who really has access to the power of impact measurement? And is there more we can do to make it available to everyone, including the beneficiary?

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Weekend Link Roundup (December 6-7, 2014)

December 07, 2014

9626_Northern_Cardinal_02-10-2010_2Our weekly roundup of noteworthy items from and about the nonprofit sectorFor more links to great content from and about the social sector, follow us on Twitter at @pndblog....

Communications/Marketing

On Beth Kanter's blog, Jay Geneske of the Rockefeller Foundation announces the launch of Hatch, a digital platform that connects nonprofit practitioners with resources designed to help them "craft, curate and share impactful stories."

Diversity

Writing in the Nonprofit Quarterly, Derwin Dubose, co-founder of New Majority Community Labs, a social venture that works to empower communities of color to identify and solve their own challenges, argues that the nonprofit sector has a "Ferguson problem" of its own: too few people of color in positions of leadership. As a result, writes Dubose, "people of color are relegated to being mere recipients of philanthropy rather than becoming active partners in their communities' success."

Education

NPR, which seems to be doing a lot more reporting on the social sector of late, takes an in-depth look at Teach for America as the controversial organization celebrates its twenty-fifth year.

Giving

Nice piece by Peter Sims, co-founder of Fuse Corps, a social venture that gives up to twenty professionals a year the opportunity to help governors, mayors, and community leaders across the country bring about social change, on the origins and evolution of the #GivingTuesday movement. CauseWired president Tom Watson, who has been a "friendly skeptic" of #GivingTuesday in the past, also has some interesting thoughts about the success of the movement and how that success may portend a major shift in the way we give, volunteer, and organize around social causes.

No matter how you slice it, #GivingTuesday 2014 was a resounding success. If your nonprofit failed to capitalize on the buzz and good feeling surrounding the event, now is the time to start planning for #GivingTuesday 2015, writes Nancy Schwartz on her Getting Attention! blog.

What's driving next-gen giving? On the Forbes site, the Northwestern MutualVoice Team shares some findings from a 2013 survey conducted by 21/64, an organization that studies generational giving, and the Dorothy A. Johnson Center for Philanthropy.

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