Posts tagged to 'Board decision-making'
by Anne Wallestad
and Aaron Dorfman
on October 15, 2018
The board’s role in CEO oversight is not a straightforward or easy role to play, but it is an absolutely critical one.
by Barbara Hostetter
on July 3, 2018
Barr Foundation's co-founder and chair discusses expanding the Foundation’s Board of Trustees.
by Kylie Musolf
on March 19, 2018
For seasoned trustees: Are you preparing your young people for success?
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.
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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.