Funders Aren’t Investors, They’re Purchasers
Is it accurate or even appropriate for funders to think of themselves as—and act like—investors?
Is it accurate or even appropriate for funders to think of themselves as—and act like—investors?
The reason many fail to achieve organizational change is that they focus on preparing leaders to change, rather than actual implementation.
GlobalGiving’s storytelling project turns anecdotes into useful data.
We need to bring foundations—and their vast repositories of information on who is doing what in the social economy—out into the open.
Building trust with your constituents is the closest you can find to a silver bullet for fundraising. But how do you build trust with constituents?
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
With an understanding of these 10 funding models, nonprofit leaders can use the for-profit world's valuable practice of engaging in succinct and clear conversations about long-term financial strategy.
Funders must take the lead in breaking a vicious cycle that is leaving nonprofits so hungry for decent infrastructure that they can barely function as organizations—let alone serve their beneficiaries.
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.
Unethical behavior remains a persistent problem in nonprofits and for-profits alike. To help organizations solve that problem, the authors examine the factors that influence moral conduct, the ethical issues that arise specifically in charitable organizations, and the best ways to promote ethical behavior within organizations.