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This study expands on previous research conducted by Rockefeller Philanthropy Advisors in 2019 and 2020 to understand the factors that affect a philanthropy's consideration in choosing the length of time for which it will remain active. With the advent of COVID-19, socio-economic uncertainty, and rising geopolitical tensions, the responses from 150 philanthropies from 30 countries to a global survey help illuminate how and why philanthropic organizations make important decisions, including those about philanthropic timeframes.This global research includes an exploration of various dimensions of strategic time horizons and examines strategies and operations, as well as perceived advantages and disadvantages of different philanthropic timeframes. The report also includes views on reasons for giving, causes, geographic flows of funding, decision-making and next-generation involvement.A recording of the launch webinar that highlighted key findings from the report is available to watch here: https://www.rockpa.org/global-trends-and-strategic-time-horizons-in-philanthropy-2022/
According to available funding data, most institutional funders do not incorporate climate or climate justice strategies into their work despite its urgency and potential, largely relegating it to a few environmental funders. As a result of underestimating its importance and its connection to other philanthropic priorities, not enough funding is flowing to climate change efforts and even less of it for reducing harm to communities most impacted by the climate crisis.This field guide for funders identifies common barriers to supporting climate justice strategies, describes ways to overcome them, and shares insights and case studies from experienced funders who have helped their institutions use a climate justice lens for greater impact within their existing grantmaking priorities.
This Funders' Toolkit for Child and Youth Participation is the result of a research study commissioned by the Elevate Children Funders' Group to better understand child and youth participatory models used by funders. The toolkit was co-created by a group of young leaders, and with the guidance of an advisory committee and the ECFG Child and Youth Participation working group. It is the first of its kind to offer support and guidance on the substantive "how-to" of child and youth participation - tailored specifically to funders. Further resources related to this report can be found here: https://elevatechildren.org/publications-cyptoolkitThis toolkit was produced in parallel to the report Child and Youth Participation in Philanthropy: Stories of Transformation (https://philea.issuelab.org/resource/child-and-youth-participation-in-philanthropy-stories-of-transformation.html), published by Philea.
This publication is part of Rockefeller Philanthropy Advisors' multiyear Theory of the Foundation initiative, which seeks to enhance the capacity of philanthropies to effectively align their resources for the impact they envision. Operating Archetypes is a new tool for action and alignment for funders seeking to optimize their operations and impact. We hope that both established and emerging funders, as well as the broader community of grantees and partners, will find this new analytical framework enriching and beneficial in their pursuit of thoughtful and effective philanthropy.
Building on over 25 years of grant and decision-making at MAVA, this publication sheds lights on three distinct decision-making models implemented by the foundation over the last decades. It looks at the roles of board members and staff as well as the centre of gravity for decision-making. Based on the experience of the foundation, the authors provide pros and cons for each of the models. While there is no single answer to the best decision-making model question, the authors explain that collaborative processes, adaptive management, speed and trust are important factors for increasing impact and that the decision-making process needs to be build for that purpose. This report is part of a series of learning products developed by MAVA (due to close down in 2022) to reflect on and share the foundation's learnings about institution processes and ways of working, with the aim of inspiring donor strategies and best practices. Other learning products are available in this virtual library and here: https://mava-foundation.org/learning/
Strategic time horizons are increasingly becoming the subject of thoughtful discussions within philanthropic organizations, causing a shift away from in-perpetuity models as the default approach. Rockefeller Philanthropy Advisors (RPA) and NORC at the University of Chicago set out to conduct a global exploration of various dimensions of strategic time horizons in institutional giving.This report includes a global exploration of various dimensions of strategic time horizons and examines strategies and operations, as well as perceived advantages and disadvantages of different philanthropic timeframes.
This report explores the challenges foundations and grant-giving organisations will face over the next decade in order to maintain their legitimacy and impact. Nesta worked with the Centre for Public Impact on a literature review, carrying out interviews with 25 leaders in the field from the UK and internationally. Drawing on these insights, the authors isolated signals of change in the sector and focused on several 'clusters' of foundation practices. Finally, they highlighted some of the strategic choices that foundations will need to manage in the coming years. Along with the report, Nesta created a worksheet to help organisations understand where they sit on the spectrum of strategic choices described in the report, as well as a collection of seven 'provocations' on the future role of foundations over this pivotal decade.
When grantmakers focus on learning for improvement, we use evaluation and learning to generate information and insights that will help us better understand both how we're doing in our work and how to improve. A focus on taking action based on what we learn ensures that we are engaged in strategic or applied learning. Our learning should be tied directly to the strategies we are pursuing and the decisions we are making.Learning in Philanthropy: A Guidebook provides a solid basis for thinking and talking about the next steps in our organization's learning work. The guidebook is designed to serve as a resource to help grantmakers answer critical learning questions and embed learning more deeply into the day-to-day work and cultures of our organizations.
Effecting social change in a rapidly changing political environment and an increasingly interconnected world requires foundations to adopt a learning orientation. Without continuous learning, grantmakers—and thus boards and trustees—are unaware about what is working where, with whom, and why, as well as what changes or refinements are needed in order to achieve the grantmakers' desired results.This toolkit provides a fresh set of resources for grantmaker CEOs, evaluation staff, and senior leaders to use to engage their boards and trustees in conversations about the importance of strategic learning in their decision-making and deliberation processes.
Data from BoardSource's report, Leading with Intent 2017, indicates that 27 percent of nonprofit boards do not include a single person of color, and the nondiverse boards, only 10 percent said diversity was a high priority in board recruitment.Koya's report examines how and why this gap persists, with the aim of giving leaders actionable strategies for increasing board diversity. The report explores:Obstacles to increasing diversity on boards of directorsWhat's working and what's not, from real-world experiences of nonprofit boardsConcrete steps board members can take to move toward diversity and inclusion
The European Foundation Centre and the Calouste Gulbenkian Foundation surveyed a sample of Europe-based EFC members to better understand how, why and what drives their international strategy and work. This infographic lays out key findings from that survey.
Short-termism has become a serious concern for corporate governance, and this has inspired a search for institutional arrangements to promote long-term decision-making. This paper supports the hypothesis that corporate time horizons are influenced by ownership structures and particularly that industrial foundations possess characteristics that promote long-termism. Policymakers, business owners, and managers interested in promoting long-term governance models should therefore reconsider the role of ownership structure.
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