Nonprofits
Prizes for Nonproft Mergers and Partnerships
An account of the recipients of the Lodestar Foundation and the Arizona-Indiana-Michigan Alliance (AIM)'s prize for the best nonprofit collaboration in the country.
An account of the recipients of the Lodestar Foundation and the Arizona-Indiana-Michigan Alliance (AIM)'s prize for the best nonprofit collaboration in the country.
Will the focus on economic recovery eliminate the promising possibilities that the Obama administration has had for the nonprofit sector?
Vinod Khosla, Silicon Valley venture capitalist, says he used to be an environmentalist, but is now more of a "pragmentalist." In this Stanford Center for Social Innovation sponsored audio lecture, Khosla turns conventional wisdom about what passes for "green technology" on its head. He takes a hard look at how innovations such as hybrid cars and fuel cell buses may, in fact, be exacerbating our problems, and offers concrete, iconoclastic suggestions as to what science, business, and government should be focusing on instead.
While being competitive at the base of the pyramid, don't lose focus on your customer or client. The remedy may be cooperation between organizations.
A furor has accompanied the National Academy Museum's decision to sell paintings to pay for operating expenses. The Nonprofiteer argues that sometimes such drastic steps are necessary in a crisis.
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 an age of consumer surplus, where people are encouraged to shop as "retail therapy," where does environmental sustainability fit in? In this panel discussion from the Commonwealth Club of California, leaders in business, design and innovation discuss why a deeper understanding of human nature will be central to a successful 21st century business strategy.
By estimating the social return on their investments, funders can deploy their dollars more effectively. To demonstrate the power of these calculations, the authors show how three organizations—the Robin Hood Foundation, Acumen Fund, and the William and Flora Hewlett Foundation—use cost-benefit analysis to evaluate their ongoing programs, choose mission investments, and plan long-term strategies.