Posts tagged to 'Board decision-making'
by Jackie Hendrickson
on December 27, 2017
"We shared what we learned about board legalities, evaluation tools, and how we came to start thinking of our new roles in the foundation."
by June Wilson
and Lenore Hanisch
on May 18, 2017
Foundations’ decisions about their lifespan should not be guided by concerns about doing it right or doing it wrong; their decisions should be guided by the unique circumstances and vision of each foundation.
This is the first in a series of conversations with members of The Philanthropy Workshop curated by TPW member Devon Cohn. "TPW Talks Failure" examines stories about lessons learned, about the process of failing, and cautionary tales that shine a light into less explored areas or less well understood areas of the philanthropic world. This is a transcript of an interview with Sapphira Goradia, Executive Driector of The Goradia Foundation, which has been edited for clarity.
Our foundation has made the decision to spend out in roughly 20 years. We have been transparent about this decision with current staff. Are there critical reasons not to communicate this externally at this point?
"I believe it is to your foundation’s benefit to be clear that you intend to spend out...
by Kris Putnam-Walkerly
on May 31, 2016
Most board members are rational, committed professionals. However, even among the most collegial boards there's always the possibility of conflict, and savvy foundation leaders I know have used the following approaches to diffuse disagreement smoothly and quickly.
by Tony Macklin
on May 5, 2016
Philanthropy is often described as society’s “risk capital.” Our generosity can support causes and ideas that business and government agencies cannot or will not. We can use our resources to inspire new ideas, challenge existing thinking, or continue supporting an organization when others won’t. However, the idea of risk in philanthropy quickly muddies as we direct our generosity through a family foundation, donor-advised fund, or other collective effort. Our ideas about and tolerance for risk diverge, shaped by individual, family branch, professional, and other experiences.
by Catherine Brozowski
and Lois Mitchell
on April 1, 2016
In 2000, The Orfalea Foundation was started in Santa Barbara, California. The foundation carried forward the same entrepreneurial spirit of the business through its philanthropy. Orfalea’s legacy stands for bold and at times even aggressive approaches to helping alleviate some of the pressing social problems in Santa, Barbara, including early childhood education, school nutrition, and disaster preparedness. The foundation engaged in deep working partnerships, comprehensive initiatives, and transformative impact in the community because we believed that through partnerships we could tackle big challenges facing our neighborhoods.
by Derrick Feldmann
on March 29, 2016
Social movements are at the core of who we are as a society. People participate in these social movements because those who can’t stand up for themselves need the voice of strangers to be there for them. It’s the real reason most of us get behind a cause – an inspirational story, a symbol or a vision inspired us.
by Kris Putnam-Walkerly
on March 24, 2016
While some new foundation boards may be made up of veteran philanthropists, it's a safe wager that many of those entrusted are taking on the job for the first time. It's a big responsibility, and many of the early choices made by a new board can determine whether the new foundation will move forward smoothly and effectively or become mired in a culture or in policies that stifle effectiveness.
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by Virginia Esposito
on March 1, 2016
According to the National Center for Family Philanthropy’s recent 2015 Trends Study, nearly 3 in 5 U.S. family foundations engage younger family members in the foundation — and more than 40% say they expect to add to or increase the number of younger-generation family members on their boards in just the next four years. This is an encouraging trend — especially for those of us who believe that these important institutions can have a much greater impact if they can keep the family productively engaged in their work.