Stanford Social Innovation Review : Informing and inspiring leaders of social change

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Tag: Philanthropy

 

 

Foundations

Philanthropy, the Post-2015 Agenda, and Diffuse Collaboration

In joining the push for meaningful Sustainable Development Goals, foundations need to prepare for a long-term give-and-take approach.

By Heather Grady | Jul. 30, 2014
 

Foundations

Empathetic Donor-Doer Engagement

A seven-part framework for increasing empathy between foundations and grantees.

By Simon Stumpf & Ash Rogers | 1 | Jul. 25, 2014
 

Foundations

Moving Toward Multi-Dimensional Democracy

If the Hewlett Foundation’s Madison Initiative wants to strengthen American democracy, it needs to adopt a more multi-layered democratic theory.

By Maribel Morey | 3 | Jul. 24, 2014
 

Impact Investing

Integrated Capital for Social Enterprises

To build a thriving social enterprise sector, we need to rethink the purpose of capital and employ a new strategic funding approach.

By Don Shaffer | 7 | Jul. 17, 2014
 

Fundraising

The Paradoxical Break In Philanthropy

Featuring Jacob Lief & Ned Breslin | Jun. 24, 2014
 

Philanthropy

Building Leadership Diversity: A Call to Action for Philanthropy

Philanthropy can lead the way to opportunity for young men and boys of color by supporting diverse leadership.

By Kelly Brown | 3 | May. 27, 2014
 
Suzanne_Skees

Philanthropy

The Dirt on Seed-Funding Social Change

As philanthropists, I think our deepest duty is to gamble on people, through untried solutions that just might overturn ancient societal inequities.

By Suzanne Skees | May. 9, 2014
 

Individual Giving

Lights, Camera, Philanthropy

A close-up on giving and the entertainment industry.

By Christine Essel | 1 | May. 2, 2014
 

Philanthropy

Measuring Impact Isn’t for Everyone

Collecting data to demonstrate your organization’s impact is great to do when you should, wasteful when you should not.

By Mary Kay Gugerty & Dean Karlan | 3 | Apr. 2, 2014
 

Philanthropy

Grantmaking, Public Policy…and Tums

Exemplary grantmakers follow evidence, not presumptions, and recognize that effective strategy requires transforming enough things, not everything.

By Michael M. Weinstein | Mar. 26, 2014