Weekly Reads
“It was around 2017 and following our fourth survey that the Ford Foundation committed intentionally to strengthening its role as a learning organization, dedicating people and resources through the establishment of an Office of Strategy and Learning. And the institution began building out policies, practices, and ways of engaging that would allow us to improve on the basis of empirical evidence. And, just under three years later, on our next [Grantee Perception Report] survey, our scores improved markedly.” [more]
Luc Athayde-Rizzaro and Bess Rothenberg, Ford Foundation, for The Center for Effective Philanthropy
“Perpetuity is one of the great fake rules of the foundation sector undermining philanthropy’s true potential. It pressures us to give the minimum legal 5% of philanthropic assets to nonprofits each year. It pushes us to invest 95% of our dollars in often extractive efforts. And, worst of all, it demands that we give even less when abundant resources are needed most.” [more]
Mari Shimabukuro and Glen Galaich, Stupski Foundation, for Northern California Grantmakers
“A ruling unconstitutionally restricting the Fearless Foundation’s expression of its values would have severe long-term implications for philanthropy more broadly: discouraging donors, restricting work to advance equity and justice, and harming communities and causes nationwide. But it wouldn’t stop there. As a result of this lawsuit against a grant program for Black women entrepreneurs, various other DEI and social change efforts across all sectors could come under threat.” [more]
Akilah Watkins, PhD, Independent Sector, and Kathleen P. Enright, Council on Foundations, for Candid
“While providing flexible general operating support is critical, funders and donors, especially those who care about safety net programs and organizations that uphold the social services addressing essential needs in the community, can address an equally urgent need by giving workers at the front lines of service delivery the resources to sustain their careers. An intentional focus on wages, access to benefits, and career-development programs that center nonprofit leaders’ well-being helps limit the exodus of highly skilled and passionate changemakers from the sector.” [more]
The Boston Foundation
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