Philanthropy
Wanted: Philanthropy CEOs Who Can Shift Out of Neutral
Philanthropy frequently justifies its independence by invoking capacities it seldom displays.
Philanthropy frequently justifies its independence by invoking capacities it seldom displays.
To avoid measuring and funding leadership development is to deprive the social sector of one of its greatest performance improvement tools.
The most effective bosses wear their power lightly, in cooperation rather than in conflict with the artists they mean to be serving.
The biggest social wins will come from a shift in mind-set that refocuses efforts on improving organizational effectiveness.
How human services nonprofits can stay afloat and advance their missions during a time of government cutbacks.
In 2008, a group of Chicago’s social service agencies formed the Back Office Cooperative, which has produced impressive financial savings. Yet greater efficiency has had a cultural cost.
Toyota brings its vaunted process improvement method to nonprofits.
Four guidelines provide a road map for leaders to identify and develop the right funding model for their organization.
Design is a process especially suited to divergent thinking—the exploration of new choices and alternative solutions.
The Catalyst Fund’s Manager, Peter Kramer, explains the fund’s goal and application process for nonprofit collaborations.