Volume 1, Number 2
All too often, foundations fail to pay attention to how their endowment money is invested. Instead of finding ways to align their investments with their mission, foundations often invest without any consideration for the impact that their money might have on society. In “Where Money Meets Mission,” in the summer 2003 issue of Stanford Social Innovation Review, Jed Emerson provides a powerful argument for why foundations should align their money with their mission.
Putting the science of influence to work in fundraising.
Breaking down the firewall between foundation investments and programming.
Managing the collaboration portfolio.
The evidence doesn’t support the political left or right.
Respect, local community involvement, and identity politics.
The “social discount” may not be as steep as investors think.
New research shows that binding contracts may actually reduce trust.
Employee network groups keep minority managers on the job.
Human services managers are not implementing strategic decisions.
When nonprofits join forces, individuals give less to the cause.
Social movement and grassroots organizations left in the cold.
When couples haggle over charity, total giving drops.
The World Bank's Global Environment Facility may be undermined by bureaucracy.
The answers to a motivated workforce may lie in ancient Greece.
International development aid should be dissolved, argues Dichter.
Collection of essays by nonprofit leader John Gardner.
Muhammad Yunus was getting nowhere in Bangladesh – so he opened his own bank.
Measuring success in franchise nonprofit organizations.
Interview with John Seffrin, CEO of the American Cancer Society.
Nonprofits are buying Ben & Jerry’s franchises to help train at-risk youth.
When Honest Tea said no to venture capitalists, it waded into uncharted territory.
New York Cares uses volunteers to recruit and retain other volunteers.
Artists for Humanity students are also employees.
Aligning business and social interests.
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