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This guide captures the wisdom of philanthropic leaders who have participated in multi-party advocacy collaboratives. It synthesizes information to dig deeper and understand the pain points and levers of success tied to funding advocacy and donor collaboratives. Examples have been anonymized to ensure candor and clarity, as well as to broaden the appeal and applicability of wisdom derived from a specific collaborative example. Each bite-sized chapter is intended to make this work easy to reference and share, and to read as a full body of work or in pieces as is helpful and relevant to your work.
Open Society Foundations;
This is a special edition of Amplifying Voices that includes highlights of the Open Society Initiative for East Africa's work from 2005 to 2015. Amplifying Voices documents different journeys the foundation has traveled with its partners since its launch in 2005 and the collective efforts to realize human rights and freedoms for all.
Amplifying Voices pays particular attention to those on the margins of society, including stories of working on the forced sterilization of HIV-positive women or those with mental health illnesses, promoting the rights of sex workers, or addressing the question of human rights and counterterrorism.
The Open Society Initiative for East Africa started as a one-program initiative in 2005 in Kenya and today has grown to include eight programs in the region. Geographically, the foundation now works in Kenya, Uganda, Tanzania, South Sudan, and Sudan. It addresses issues including health and rights, disability rights, and food security.
Funders for LGBTQ Issues;
In 2018, Funders for LGBTQ Issues set out to survey the board and staff of foundations in order to identify how many LGBTQ people worked in philanthropy — which resulted in The Philanthropic Closet: LGBTQ People in Philanthropy.
In designing the survey, we realized that we had an opportunity to not only ask about sexual orientation and gender identity but also to inquire about a range of personal identifiers. With the inaugural Diversity Among Philanthropic Professionals (DAPP) Survey, we asked participants to identify their role within their foundation, their age, gender identity, sexual orientation, race and ethnicity, and disability status. This report lays out the results of the DAPP survey in aggregate form.
Produced in partnership with CHANGE Philanthropy and Emerging Practitioners in Philanthropy (EPIP), the report and accompanying infographic explore diversity in the philanthropic workforce. Overall, the report finds a statistically significant difference between funders with a social justice focus and all other funders. Social justice funders were much more likely to have higher representation of LGBTQ people, people of color, and people with disabilities.
The report finds:
People of color accounted for 37.8 percent of people on the staff or board of participating foundations.
However, the percentage varied depending on a foundation's focus. People of color made up 45.6 percent of the staff and board at foundations with a social justice focus, while they accounted for 33.0 percent of staff and board at foundations with another focus.
While women accounted for nearly 70 percent of the staff and board at all participating foundations, only 44 percent of board members were women.
Nearly half of women at foundations with a social justice focus were women of color; only a third of women at foundations with another focus were women of color.
Among lesbian, gay, and bisexual people in philanthropy, 43.1 percent of those at foundations with a social justice focus were people of color, compared to one-third of those at foundations with another focus.
Among transgender people, 57.1 percent of transgender people at foundations with a social justice focus were people of color, while 25 percent of transgender people at foundations with another focus were people of color.
At foundations with a social justice focus, people with disabilities made up 8.8 percent of staff and boards, compared to 4.8 percent at foundations with another focus.
Across all participating foundations, 10.3 percent of staff and board were born outside of the United States.
Illinois is home to over 5,200 active grantmaking foundations spanning all types—independent or family, corporate, community, and operating—sizes, and issue areas. The community includes many foundations that only give locally or within the state, as well as those that fund nationally and even internationally. Giving in Illinois provides an overview of the scale and composition of the Illinois foundation community and grantmaking priorities of foundations funding in Illinois.
Southeastern Council of Foundations;
Southeastern Council of Foundations (SECF) partnered with Candid to develop key findings that highlight data and trends on philanthropy in the South. This edition of the Trends Report captures the 50-year history of SECF, focused on the ways Southern philanthropy has changed since its founding in 1969. The data presented here tells a powerful story. In the last five decades, Southern philanthropy has grown significantly by every measure.A region where giving was once dominated by family foundations is now host to a diverse network of funders, including some who did not even exist 50 years ago. That change shows no signs of slowing, either–this century alone has seen significant growth in assets and giving.Overall, the information provided here shows that Southern philanthropy is stronger than ever–and more ready than ever to transform communities and improve lives.
Combined Jewish Philanthropies of Boston;
Few organizations in Jewish life can match the scale and scope of CJP's search for a new CEO—or the pedigree of its search committee. But in assembling a team of all-stars—and then executing a search with precision and professionalism—CJP's board provides a model to which all organizations can aspire.
As the long-tenured executive vice president at Bend the Arc, Stosh Cotler was told by the board that it wished to consider her for the role of CEO, a position that had recently opened up. The only problem was that Cotler didn't see herself as CEO material.
American Jewish World Service;
AJWS' board pulled off a successful transition involving a long-serving executive, Ruth Messinger, and her faithful deputy, Robert Bank. It was a high stakes, high emotion realignment requiring each stakeholder to take deliberate, courageous steps to help move the process along.
How do you fill the shoes of a beloved executive director whose shoes seem too big to fill? In 2017, TUFTS Hillel faced this challenge with its 1st CEO transition in a generation. As the process evolved, one thing became clear to the board: its new CEO needed the same gravitas and stature.
This GrantCraft case study, developed for Candid's scholarshipsforchange.org portal, explores Al Ghurair Foundation for Education's STEM Scholars Program. The scholarship aims to increase access for underserved populations to high-quality education throughout the Middle East & North Africa region. Two years into its journey, the Scholars program strategy has made measurable progress on three student outcomes: expanding underserved youth's access to education, improving their college and career readiness, and increasing skills development; as well as three community outcomes: cultivating a new cadre of young leaders, empowering youth to rewrite the Arab story, and encouraging scholars to take part in regional philanthropy.
Rockefeller Archive Center;
Most histories of religion, media, and capitalism have focused on televangelists or on conservative religious leaders who built their own broadcasting networks. But this is not the entire story. Religious insiders—frequently centrist liberals—did not need to create their own broadcasting networks because their connections with media networks and philanthropists gave them a privileged place in the American mediascape. In this report, I investigate the relationship between the Rockefeller family and religious media. I focus especially on John D. Rockefeller, Jr. and his funding of Riverside Church's Harry Emerson Fosdick and his National Vespers radio program. This report demonstrates the prominence of liberal religious media during the "Golden Age" of radio, and it helps explain how religious liberals navigated the financial dilemmas of producing sustaining programs.
When Spertus CEO Hal Lewis was ready to identify a successor from top management ranks, Dean Bell stood out as the only one with the unique combination of academic training, administrative skills, and institutional context. But first, they had work to do together to make sure Bell was "camera ready" to be presented to the board as a potential successor.