Stanford Social Innovation Review

MacArthur “genius” prize winner creates drugs for the developing world.

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.

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.

Greenlight is a nonprofit catalyst: It identifes a local need, scours the country for the best program to meet it, and then establishes a chapter in its hometown.

Step aside, Stephen Covey. Kent Buse and Andrew M. Harmer have discovered seven new highly effective habits. And theirs may help rid the world of its more deadly diseases, rather than just upping people’s productivity.

Some books ought to be read as pairs. Joel L. Fleishman’s and Martin Morse Wooster’s recent offerings are such a duo, offering sometimes diametrically opposed perspectives on philanthropic successes and failures. 

The Public Radio Fund gives investors a chance to protect nonprofit airwaves. With its help, KTOO-FM in Juneau, Alaska, recently debuted a 24-hour news show and two locally-hosted Alaska-flavored music stations. 

SSIR Managing Editor Eric Nee met with Emmett Carson to discuss his bold plans for the newly merged Silicon Valley Community Foundation, which is now the fourth largest community foundation in the country.

Human-caused climate change, sharply declining conventional energy sources, and population growth are threatening the very platform of human life. Yet only 5 percent of U.S. foundation spending goes to the environment, and a paltry 2.9 percent goes to science and technology.

A growing number of foundations are offering low-interest loans, buying into green business ventures, and investing in other asset classes to advance their missions. To bring about real change, foundations need to make strategic mission investments that complement their grantmaking and leverage market forces.

To ensure that baby boomers’ wealth does not fall short of its philanthropic potential, Randall Ottinger suggests applying portfolio theory to make wiser social investments.

In the for-profit world, the term “investment” has clear meaning and investors have sophisticated techniques for spotting and growing the most promising companies. Yet foundations and other nonprofit donors have not developed similar clarity or approaches. As a result, the nonprofit sector’s greatest gems often languish well below their full potential. By better translating for-profit concepts, donors can learn how to scout out and grow the best nonprofits. Likewise, certain nonprofits can take a page from business’s playbook and learn how to attract cash for expansion.

The Posse Foundation sends diverse students to college together so that they can lean on each other and lead their schools.

Foundation payout rates and the time value of money.

Funders, government agencies, and donors
get lost on the labyrinth.

President of the Ford Foundation.

Foundation grantees want more responsiveness, not just more cash.

High-engagement philanthropy: What grantees say about power, performance, and money.

Aligning business and social interests.