The leaders of international humanitarian organizations, such as CARE and Oxfam talk candidly about management strategy, organizational goals, advocacy, accountability, and partnerships.
Tactics nonprofits need to make themselves heard.
SSIR Academic Editor Jim Phills sat down with former NBA superstar Kevin Johnson to discuss how he's revitalizing his old inner-city neighborhood.
Since 1970, more than 200,000 nonprofits have opened in the U.S., but only 144 have reached $50 million in annual revenue. They got big by doing two things: They raised the bulk of their money from a single type of funder. And just as importantly, these nonprofits created professional organizations that were tailored to the needs of their primary funding sources.
Grantees of foundations have little control over which program officer takes their case. Yet program officers make or break grantees’ experiences with foundations. To trigger social change, foundations must give program officers better training, clearer expectations, and regular performance feedback.
Funders are calling for more program evaluation, but nonprofits are often collecting dubious data, at great cost to themselves and ultimately to the people they serve.
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
For NGOs, impact comes in different forms and to track the cycles of social change work, we must think across the tangibility and the speed of emergence of change.
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.
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.
