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As a long-term trend, accelerated by the response to Covid-19, the development cooperation and humanitarian aid sector have realised the urgent need to imagine and realise a better, more equitable, localised investment and deployment of resources.Localisation has been a word to describe that collective process through which a diverse range of stakeholders have a role to play, each in their own way, to ensure that the ownership of development efforts is held locally, with accountability to domestic constituents versus international donors for the planning, delivery and assessment of their communities' and country's development. Philanthropy as a stakeholder has a key role to play in making localisation a reality.This policy briefing is offered as a think piece to prompt further, future reflection by international and domestic actors in development cooperation and humanitarian aid about how they each can act to reinforce local philanthropy to further genuine and sustainable localisation.
Despite its urgency and potential, according to available funding data, most institutional funders do not incorporate climate or climate justice strategies into their work, largely relegating it to a few environmental funders. As a result of underestimating its importance and its connection to other philanthropic priorities, not enough funding is flowing to climate change efforts and even less of it for reducing harm to communities most impacted by the climate crisis.This field guide for funders identifies common barriers to supporting climate justice strategies, describes ways to overcome them, and shares insights and case studies from experienced funders who have helped their institutions use a climate justice lens for greater impact within their existing grantmaking priorities.
In recent years, the philanthropic sector has neared consensus on the need to improve measurement and evaluation of its work. Although the philanthropies they lead use different methods, members of the Aspen Philanthropy Group (APG) have agreed that basic principles and practices can inform efforts to monitor performance, track progress, and assess the impact of foundation strategies, initiatives, and grants. They hope to build a culture of learning in the process.
Reglamento de Organización y Funcionamiento de la Asociación Española de Fundaciones.
Offers insights into scaling nonprofit programs, including the need for rigorous impact analyses, more focused funding patterns, capacity building, and research and evaluation, as guidance for government investment and for partnerships with philanthropy.
Explores the various approaches to evaluation in social entrepreneurship, based on a review of relevant literature and interviews with funders, social entrepreneurs, and scholars in the field.
This report describes current practices in foundation performance assessment and provides a framework for overall performance assessment, based on CEP's research during the Foundation Performance Metrics Pilot Study. The Pilot Study included a survey of CEOs of the country's largest foundations, a survey of grantees of 23 foundations, in-depth interviews with foundation CEOs and trustees, and analysis of publicly available data.
Toward a Common Language: Listening to Foundation CEOs and Other Experts Talk About Performance Measurement in PhilanthropyFebruary 1, 2002
While evaluations of specific grants, or even clusters of grants, are currently widely utilized in assessing grantee performance, this report examines what information might be useful in assessing overall foundation performance. The report is based on 74 discussions, including 18 interviews with CEOs of major foundations, and describes the growing interest in performance metrics among foundation leaders and a common language for thinking about overall performance.
The Council on Foundations receives numerous inquiries each year about the amount of compensation paid to directors or trustees (members of the governing board) of foundations. There have also been a number of legal and legislative actions regarding this subject. In light of these developments and more recent public concerns about trustee compensation, the Board of Directors of the Council on Foundations revised its guidelines for determining reasonable compensation for foundation directors and trustees to assist foundations in determining appropriate levels of compensation.
The essay discusses the impending intergenerational transfer of wealth and how it may drive the coming of a second "Golden Age of Philanthropy." The bulk of the research was carried out in 2001. Since that time, the U.S. and the world have changed (the stock market's downturn, a war in Iraq), so the paper should be read in terms of its context. That said, the initial research into the more immediate scale and impact of the intergenerational wealth transfer indicate that giving from 2001 through 2010 could be $1-$1.5 trillion more than it was from 1991 through 2000. This means that by 2010, an additional $100 to $150 billion could be given away in the U.S. each year. What would this mean for philanthropy in America? What could it mean for the world? The authors promise a new version 2.0, taking recent developments into account.
Effective Capacity Building in Nonprofit Organizations brings some common language to the discussion of capacity building and offers insights and examples of how nonprofits have pursued building up their organizational muscle. The report contributes to the growing national conversation about how to help nonprofits become stronger, more sustainable, and better able to serve their communities. McKinsey & Company prepared the study at the request of VPP. McKinsey also developed a practical assessment tool for this report that nonprofits can use to measure their own organizational capacity.
A Handbook published by Triangle Community Foundation to inform advisors how to assist their clients in achieving their philanthropic objectives as effectively as possible.
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