Stanford Social Innovation Review

The most trusted employees cash in on lax internal controls to fleece nonprofits.

When the Salk polio vaccine proved to be effective in 1955, the National Foundation for Infantile Paralysis had to choose whether to close up shop or to pursue a new agenda. The foundation first broadened its mission, but lost donations, volunteers, and public support. After honing its mission to birth defects, however, it recovered. Here’s how the organization that eventually became the March of Dimes planned – and survived – its transitions.

Management wisdom says that nonprofits must be large and in charge to do the most good. But some of the world’s most successful organizations instead stay small, sharing their load with like-minded, long-term partners. The success of these networked nonprofits suggests that organizations should focus less on growing themselves and more on cultivating their networks.

Social enterprises combine the best of the nonprofit and for-profit worlds, but that very innovation has made it difficult for them to raise money. Philanthropists are reluctant to give grants to profit-making organizations, and commercial investors are wary of investing in organizations that are driven by a social mission. The authors explore the social enterprise capital market and offer short- and long-term solutions to this funding gap.

SSIR Managing Editor Eric Nee spoke with Escuela Nueva’s president Vicky Colbert about her efforts to change the way children are educated.

Foundation grantmaking can become more responsive, intuitive, and effective.

In virtually every for-profit industry, success hinges on producing more goods or services at a lower cost without compromising quality. But increasing productivity can work in the nonprofit world, too, as an examination of three healthy nonprofits shows.

Nonprofits must reign in pro bono MBAs.

Matching grants work – but not for everyone.

Despite temptations to broaden its focus, the Rural Development Institute has remained single-mindedly devoted to its mission. As a result, the organization has helped 400 million poor farmers around the world take ownership of some 270 million acres of land – all on a modest budget.

Why Portland’s ReBuilding Center refuses to franchise, but is happy to share.

Newspapers do a poor job of reporting on the nonprofit sector.

Workers paid by the hour are less likely to volunteer than are salaried employees.

Foundations need to make more of the right kinds of mistakes.

How accountability requirements hurt small, innovative programs the most.