"There are many reasons why people should give. The best reasons are because donors should want to give, either to fulfill a religious or moral duty, because giving provides personal satisfaction, or even pleasure."
Warren Buffett piled up the world's third biggest fortune, $66 billion, by making smart bets. His philanthropy is another story: Eight years ago, Buffett pledged the bulk of his fortune to the Bill & Melinda Gates Foundation. And while that bet seemed pretty smart at the time, it's turned out to be a mistake.
"The idea for the calls came from Fay Twersky, director of our Effective Philanthropy Group. As part of the Foundation’s ongoing effort to work more openly and transparently, she suggested holding an open conference call with our grantees. We could share important news, she explained, and, more important, could let them ask questions they might have of me or of our program directors. The plan was to hold something akin to a corporate shareholders’ meeting—a town hall-like forum for conversation, inquiry, and dialogue."
Thinking about a grant as a hypothesis has helped me identify what we should be trying to observe and how we’re going to learn. To test a hypothesis, you have to look for both the evidence that confirms your beliefs and the evidence that might challenge them. That second part—looking for the things that will prove you wrong—is the hardest.
What really is this ‘impact investing’? Some readers might sigh ‘Not again!’ Still, it is a question that we hear every day from donors, foundations, public officials, company representatives and others.
Foundations often turn to consultants for help in designing strategies. Given this, the work of consulting firms – and the approaches they promote through consulting engagements and “thought leadership” pieces – is of great significance to foundations, their grantees and partners, and all those who care about results.
'A showdown is coming for those of us who argue that charitable giving should attend first to our own community. We face the challenge of a new movement called “effective altruism” – a radical utilitarian approach to giving that might best be described as “strategic philanthropy on steroids.”'
"Some charities are better than others, so we should find the good ones. On that we can all agree. We should support the charities that will be most effective in addressing the world’s pressing problems."
Das weltweit größte Netzwerk führender Sozialunternehmer Ashoka und die Malteser Werke unterstützen künftig jährlich 20 junge Sozialunternehmer in der Frage, wie ihre sozialen Projekte wirkungsvoll wachsen können. Experten helfen den Teilnehmern bei der Erarbeitung ihrer Wachstumsmodelle unter Nutzung bestehender Ressourcen und Strukturen der deutschen Wohlfahrt.
Mit unserem Projekt Direkt-Feedback haben wir schon vor einiger Zeit gezeigt, wie Begünstigte ihre Meinung zu Projekten in Echtzeit mitteilen können und wie das die Arbeit des Sozialen Sektors verbessern kann. Jella fasst nun aktuelle Direkt-Feedback-Projekte – vor allem aus dem Stiftungssektor – zusammen.
So far, we have succeeded to collect 190,000 EUR thanks to EFC members and individuals from all around the world. By nature of a foundation’s structure, we – the global community of funders – recognize that sometimes the best way to help is not to roll up our sleeves but instead to focus on collective impact of our funds by supporting actual work happening on the ground.
The report includes a number of exciting recommendations designed to boost giving and ensure that people of all ages are provided with the motivations and means to make a positive contribution in support of social good.
Last month, John Arnold, the 40-year-old former Enron natural-gas trader and hedge-fund founder who, with his wife, ranked third on the 2013 list of the nation’s most generous benefactors, sparked another round of an oft-repeated debate inside philanthropic and nonprofit circles: Who are we to criticize the Great American Benefactor?
Think back to high school. Senior year, let’s say. How did you spend the Sunday after your prom? Let me go out on a limb and guess that it wasn’t spent in a conference room, debating other high schoolers about which of 23 grant applicants would receive a total of $10,000 in grants.
"Philanthropists are not easy to study. There’s no official central database of who gives how much to what, and it’s tricky to tell if major donors who participate in research projects are typical or unusual in some way that might affect the results."
'As I read the lead article in the latest issue of Stanford Social Innovation Review, “Strategic Philanthropy for a Complex World,” by John Kania, Mark Kramer, and Patty Russell, I tried to imagine what it would feel like to do so from the vantage point of the director of a small nonprofit:'