Integrated Capital for Social Enterprises
To build a thriving social enterprise sector, we need to rethink the purpose of capital and employ a new strategic funding approach.
To build a thriving social enterprise sector, we need to rethink the purpose of capital and employ a new strategic funding approach.
Five recommendations for onboarding a new executive director.
The newly passed Workforce Innovation and Opportunity Act illustrates how organizations can find space to debate and successfully create cross-sector and bipartisan solutions.
Education systems that incorporate human interaction and multidimensional learning are poised to change what and how we learn.
Nonprofits should offer a wider range of opportunities for donating, facilitating network building, and embracing the complexity of the social problems.
Funders are calling for more program evaluation, but nonprofits are often collecting dubious data, at great cost to themselves and ultimately to the people they serve.
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
For NGOs, impact comes in different forms and to track the cycles of social change work, we must think across the tangibility and the speed of emergence of change.
With an understanding of these 10 funding models, nonprofit leaders can use the for-profit world's valuable practice of engaging in succinct and clear conversations about long-term financial strategy.
Professionalism has become coded language for white favoritism in workplace practices that more often than not leave behind people of color. This is the fourth of 10 articles in a special series about diversity, equity, and inclusion.