Four nonprofit leaders discuss their experiences using collective impact for collaborative, place-based change, including their views on the role of data and philanthropy, and what lies ahead for this field of work.
Two collective impact leaders, Zea Malawa of Expecting Justice, and Miya Cain of FSG, discuss using the framework to achieve social change and how to put anti-racism at the center of cross-sector collaborations.
Two excerpts from the edited collection, The Intersector, on building public trust through cross-sector collaboration between the public, nonprofit, and private sectors.
Developing active listening techniques is essential to creating understanding and the authentic relationships necessary for social change.
A decade of applying the collective impact approach to address social problems has taught us that equity is central to the work.
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
Professionalism has become coded language for white favoritism in workplace practices that more often than not leave behind people of color. This is the fourth of 10 articles in a special series about diversity, equity, and inclusion.
Conventional wisdom says that scaling social innovation starts with strengthening internal management capabilities. This study of 12 high-impact nonprofits, however, shows that real social change happens when organizations go outside their own walls and find creative ways to enlist the help of others.
Business leaders play vital roles in the nonprofit sector – as board members, donors, partners, and even executives. Yet all too often they underestimate the unique challenges of managing nonprofit organizations.
The deep changes necessary to accelerate progress against society's most intractable problems require someone who catalyzes collective leadership.
