Confessions of a CSR Champion
It's time to rethink the "C" in CSR.
It's time to rethink the "C" in CSR.
Aid organizations around the world are learning that they can solve their technology and infrastructure problems faster and cheaper together than on their own. Enabling that collaboration is NetHope, a nonprofit information technology consortium helping NGOs establish the technology "ecosystems" they need to serve constituencies in more than 150 countries. Eric Nee interviews Bill Brindley, CEO of NetHope, on how the consortium got started, how it works, and how it is expanding its mission.
Nonprofits tend to collect a great deal of evaluative data but often have no idea how to use it to assess their performance—particularly because doing so properly is a complicated process requiring serious social sciences knowledge. In this panel discussion, part of the Stanford Social Innovation Review's conference on evaluation, two experts talk about how an organization may better use such data—as well as "external" information in the form of theory and advice—to create a "culture of inquiry" focused on learning and improvement.
What does it take to keep a large foundation focused on evaluation for self-improvement? As part of the Stanford Social Innovation Review's conference on evaluation, Carol Larson, CEO of the David and Lucile Packard Foundation, shares tools, lessons, and strategies for assessing performance to create a "culture of inquiry." Organizational qualities such as innovation, collaboration among stakeholders, and freedom to make "mistakes" are critical elements to foster an effective learning enterprise.
In considering the effectiveness of your social enterprise, are you making a difference? Do you add value to your constituents' lives? Are you as effective as possible per dollar output? In this panel discussion at the 2008 Skoll World Forum, talented experts talk about the challenges of social enterprises and how metrics can impact organizational learning and innovation, and lead the more effective use of resources.
Evaluation is one of the most powerful mechanisms a nonprofit organization can use to unlock its potential, become more effective, and achieve success. But traditional evaluation methods are expensive, require thorough knowledge of the social sciences, and take a good deal of time to perform. In this part of the Stanford Social Innovation Review's conference on evaluation, Mark Kramer details how nonprofits can better incorporate evaluation to achieve their mission and bring about social change.
Teach For America places thousands of energetic and committed college graduates as teachers in under-resourced schools for their first jobs. In this audio lecture recorded at the Stanford Graduate School of Business, Wendy Kopp shares why and how she started Teach for America in 1980, and its progress in raising the bar for under-achieving children. She also discusses how the organization rode out its "dark years," when enthusiasm and corporate support for the effort began to wane.
How do you use for-profit activities to fund your social entrepreneurship mission? In this panel discussion at the Skoll World Forum, experts talk about how to combine for- and nonprofit activities for greatest effect. They show that business and nonprofit can mix, drawing on examples such as efforts to profitably provide water to poor villagers by training street children to run businesses, and franchising medical care to creating a transparent market place for handmade goods.
Scientists predict that we have less than 10 years to sufficiently reduce carbon emissions to avert a total environmental disaster. Gary Hirshberg, Stonyfield Farm "CE-Yo", tells of his company's efforts over the past 25 years to reduce its environmental footprint while increasing profits. Hirshberg shares lessons from his book Stirring It Up: How to Make Money and Save the World, in this Stanford Center for Social Innovation audio lecture.
To share its expertise without jeopardizing its mission, FareStart spun out a new organization.