Owning Power in the Social Sector
A cultural discomfort with the use of power by the “few” can undermine social sector organizations’ performance and impact.
Innovative ideas to help leaders of nonprofits and nongovernmental organizations work more effectively (more)
A cultural discomfort with the use of power by the “few” can undermine social sector organizations’ performance and impact.
This multi-part series, produced in partnership with Grantmakers for Effective Organizations, tells the story of why and how grantee inclusion is key to effective philanthropy, from both the funder and nonprofit perspectives.
There are conditions under which nonprofits, even those pursuing transformative scale, will find commitment strategies—rather than exit strategies—to be the right answer for their direct service programs.
Nonprofits have a duty to apply risk management principles—a look at when organizations should adopt a risk management program and how they can begin.
How the education nonprofit City Year tackled “measurement drift” by reorienting its measurement activities around one simple premise: Data should support better decision-making.
New types of civil society organizations are powerfully and successfully using technology to campaign online and offline for social, economic, and environmental change.
It’s time for the nonprofit sector to create new models for recognizing individual leaders without compromising the collective efforts, movements, and environment of inclusion that they are trying to build.
New research reveals a cross-sector trend that sees organizations using governance to strengthen extra-financial performance.
Drawing on extensive field research and surveys, Lasker suggests several ways to make international health volunteering more effective.
Resistance to unconditional cash transfers may be less about their effectiveness and applicability as a participant-focused programmatic strategy, and more about the development community’s vested interest in maintaining the status quo.