Instead of Disruption, Leverage What Already Exists
In times of extreme political polarization and governmental dysfunction, “leverage-first” organizations create impact by working within existing systems, however imperfect they may be.
In times of extreme political polarization and governmental dysfunction, “leverage-first” organizations create impact by working within existing systems, however imperfect they may be.
Using a social justice framework for systems change planning can help leaders work out the root causes of social problems and create concrete strategies to solve them.
A recent study shows that comparable, easily digestible metrics shifted donations from charities with only a good pitch to those with demonstrable results.
Companies and nonprofits need to be more realistic and empathetic that consumers’ decisions are not purely driven by cost.
Can the new suite of digital surveillance tools help to create more just and equitable workplaces?
In a time of complicated transitions and historical opportunities, philanthropic families must reflect on their purpose, pace, power, and practices.
As the movement to expand public use of nonprofit data collected by the Internal Revenue Service advances, it’s a good time to review how far the social sector has come and how much work remains to reach the full potential of this treasure trove.
A list of articles for NMI attendees on finding common ground to address pressing social issues.
Attempts to scale a successful, community-based nonprofit may have failed, but what the founder learned in the process is instructive for social entrepreneurs and philanthropists alike.
Wouldn’t it be great if you could simply report your program results and get them externally verified by a trusted third-party registry? It’s not as impossible as it sounds—in fact, we’re close.