Posts tagged to 'Grantee relations and feedback'
Since its creation in 2001, The Brinson Foundation has focused in the areas of education and scientific research in order to create a world where all people are valued and committed to improving the world in which we live. As the foundation works to achieve this big goal, it has found that maintaining a strong commitment to its values - such as forming strong, collegial and collaborative relationships with its grantees - is critical to its success and influential in shaping its practices.
by The Noyce Foundation
on April 1, 2016
The Noyce Foundation was established in 1990 by the family of the late physicist, inventor, and computer industry pioneer Dr. Robert N. Noyce, co-founder of Fairchild Semiconductor and Intel, and co-inventor of the integrated circuit, better known as the microchip. For the past quarter-century, the Noyce Foundation has been devoted to helping the nation’s students become “curious, thoughtful, and engaged” learners in the fields of mathematics and science. Over its quarter century of existence, the Noyce Foundation’s approach to grant making evolved reflecting what the trustees have learned from their cumulative experiences as well as the institutional knowledge the foundation has gained about the fields it in which it works.
by Jen Teunon
on January 26, 2016
If every funder only pays for a specific program or a specific line item, an organization becomes fragmented and unstable. Without general operating support, an organization doesn’t have the money for staffing, rent, technology, training, or even the phone bill. And, without a strong infrastructure, programs that improve our communities can’t happen.
by Richard Marker
on January 21, 2016
The recent downturn in the stock market has raised concerns among many in the family foundation world. To help put the recent decline in perspective, we offer the following guest post from Richard Marker, co-principal of Wise Philanthropy, offering important lessons from past wild swings for those who work in the foundation world.
by Kris Putnam-Walkerly
on January 6, 2016
In 2002, Patrick Lencioni wrote a book called, "The Five Dysfunctions of a Team." It explains the interpersonal aspects of teambuilding in a professional setting and how they undermine success. Although Lencioni’s team is in a fictional company, his lessons also are entirely relevant to grantmakers. We're pleased to share this recent blog post from NCFP Content Partner Putnam Consulting Group on five common dysfunctions that can affect philanthropy generally - and family philanthropy specifically.
by Lori Bartczak
and Nora Silver
on September 24, 2015
While the connection between strong leadership and effective organizations may seem obvious, navigating the variety of ways grantmakers can support leadership can seem overwhelming. In GEO’s recent publication, Leveraging Social Sector Leadership, the authors present research that lifts up what social sector leaders say they need to be successful and how grantmakers can support those needs.
by Heather Peeler
on August 25, 2015
Have you ever been the one tasked with making the plans for a vacation with a large group of people? If so, you know what it is like to juggle many different schedules, preferences and opinions. However, when everyone puts the time and work in and shares the responsibility, it can be a wonderful experience. Coming together to accomplish something results in greater payoff than going at it solo. For the Conrad N. Hilton Foundation, the process of intentionally fostering learning with other organizations is paramount in its grantmaking for just this reason.
This month we are delighted to feature a question recently prompted by a Friend of the National Center for Family Philanthropy. We decided to take this question to our LinkedIn Family Philanthropy Network. If you are interested in a great additional support system for your family philanthropy, we suggest you join our LinkedIn network!
by Rick Cohen
on December 15, 2014
Given the immense diversity of foundations, it is a challenge to talk about any aspect of foundation behavior that goes beyond the minimum required in law and public policy to reach prescriptions for the behavior of foundations across the board. In truth, when discussions occur around issues of accountability, transparency, and disclosure, despite some 100,000 extant foundations, the conversation is implicitly about the larger, higher profile foundations, omitting scads of less visible philanthropic entities that in many communities constitute the philanthropic arena.
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by Darlene Siska
on July 29, 2014
How does a foundation that prides itself on close personal contact with its beneficiaries over an 86-year history totally revamp, modernize, and streamline itself, all without losing its long-time connection with grantees and without losing sight of the founder’s original vision?...