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Carnegie Corporation of New York;
There is a new urgency today for American philanthropies to protect the right to vote for all eligible citizens. The philanthropic community has worked alongside the government to protect these rights for decades, but since a 2013 Supreme Court ruling eliminated key parts of the Voting Rights Act, there has been a dramatic increase across the country in barriers to voting. These new barriers often disproportionately affect low-income voters, rural voters, communities of color, young people, and people with disabilities.
American philanthropies now have an opportunity to protect and strengthen U.S. democracy by providing badly needed investments in the country's voting infrastructure, paying attention to these issues beyond election time, and joining with others to support litigation against illegal voting barriers.
The Teagle Foundation is pleased to announce the release of its 2019 Annual Report. The report features an essay by President Andrew Delbanco, "Turning Challenges into Opportunities."
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.
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.
Ascendium Education Group (formerly known as Great Lakes Higher Education Corporation & Affiliates) has invested heavily to advance postsecondary success for low-income students, students of color, and first-generation students. Since 2012, Ascendium has awarded over $10.2 million in Dash Emergency Grants to 63 two- and four-year institutions. Through Dash, colleges administer emergency aid (EA) grants to meet students' unanticipated expenses so that more of these students stay on track for completion. These small grants, often $500 or less, can make the difference in whether a student is able to remain in school. Ascendium contracted with Equal Measure in late 2017 to create a set of tools to help the field codify the process of awarding emergency aid. Emergency Aid for Higher Education: A Toolkit and Resource Guide for DecisionMakers is the result of more than 10 months of research, interviews, focus groups, and webinars with Dash Emergency Grant recipients that elucidated current best practices, and gaps, in administering EA programs.
National Congress of American Indians;
Native Americans are unfortunately invisible to many. Most Americans likely have attended or currentlyattend a school where information about Native Americans is either completely absent from theclassroom or relegated to brief mentions, negative information, or inaccurate stereotypes. This resultsin an enduring and damaging narrative regarding Native peoples, tribal nations, and their citizens.Even though some exceptional efforts are happening around the country to bring accurate, culturallyresponsive, tribally specific, and contemporary content about Native Americans into mainstreameducation systems, much work remains to be done.This report is an analysis of the landscape of current state efforts to bring high-quality educationalcontent about Native peoples and communities into all kindergarten to 12th grade (K-12) classroomsacross the United States.
Rockefeller Archive Center;
One of the primary goals of the founders of the National Committee on United States-China Relations was to encourage discussion of China policy. In 1966, when they formed the group, there was little debate on the topic, and much public ignorance concerning current and recent events on the Chinese mainland. While the NCUSCR as an organization took no political positions, its leaders all supported ending the U.S. isolation of the Chinese Communists and pursuing a new policy of outreach and rapprochement. This occasioned some opposition from conservatives who supported existing policies, and who saw the Committee as a de facto lobby, despite its leaders' protestations of non-partisanship and its tax-exempt status as a non-political organization. Within less than five years, the Committee appeared to become a victim of its own success. Discussion of the issue was uncontroversial, and President Nixon had begun the process of outreach to China. The organization gave serious consideration to closing up shop. Yet rapprochement, while threatening one primary mission, increased opportunities to pursue the other: public education, particularly in the form of cultural exchanges. This gave the group new relevance and renewed public prominence, allowing it to maintain its presence and persevere.
Center for Effective Philanthropy (CEP), The;
The biggest source of philanthropic support for nonprofits in the United States is giving from individual donors. Of the $428 billion in total charitable giving in 2018, individual donors contributed 68 percent. However, the recent decline in giving among small- and medium-gift givers means that major donors are becoming increasingly important to nonprofits.
The Center for Effective Philanthropy (CEP) surveyed its Grantee Voice panel of more than 600 nonprofit leaders across the country to learn what support nonprofits receive from major donors, what major donors can do to support nonprofits better, and how nonprofits' relationships with major donors differ from their relationships with staffed foundations.
WE LEARNED THAT:
Relationships matter. Nonprofit leaders spend more time building personal relationships with major donors as their gifts become larger. In the coming years, the most common trend nonprofit leaders expect to see in how their organizations will work with major donors is that they will place greater focus on building personal relationships with them.
There is an understanding gap. To be most helpful, nonprofit leaders believe major donors need to understand their organizations and the context of their work better than they currently do.
Nonprofits most need multiyear commitments, unrestricted gifts, and support beyond money. Nonprofit leaders say that these kinds of support help their organizations do their best work and plan for the future.
This GrantCraft case study, developed for Candid's scholarshipsforchange.org portal, explores The Jackie Robinson Foundation's Scholars Program. The Foundation was created in Jackie Robinson's name to perpetuate his impact and remembrance. The Foundation's programming has grown considerably over the past 45 years, yet the Scholars Program remains centered around long-term commitment.
This GrantCraft case study, developed for Candid's scholarshipsforchange.org portal, explores the Bonner Foundation's Bonner program—a service-based scholarship program. The scholarship targets high financial need students and affords them the opportunity to serve their community during college and through internships. This case study explores how the Bonner program was designed and the impact it has created.