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Gather, Share, Build

Stanford Social Innovation Review

And funders need to lead the way by establishing and investing in common infrastructures and hubs for collaboration. A single AI collaborative could, for example, bring together relevant datasets, researchers, nonprofits, governments, and more to advance AI across a focused set of use cases in a particular field.

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An Experimental Approach to Early-Stage Nonprofit Governance

Stanford Social Innovation Review

million) to 15 nonprofits through its Impact Ground Project. Among the grantees, early-stage nonprofits accounted for 66.7 The foundation has also started a capacity-development program for nonprofits in collaboration with Root Impact , an intermediate support organization. billion won (about $9.7 ” 2.

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Embracing partnership: A promising paradigm for nonprofit governance 

Candid

Traditionally, nonprofit governance has been perceived through a hierarchical lens, with board members primarily overseeing and guiding the organization’s direction while staff execute the operational tasks. My experience with Candid reinforced the notion that the best work gets done when the board and staff collaborate closely.

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Getting nonprofit boards on board: Recruiting, governance, and fundraising

Candid

It also highlights how good practices in governance and fiduciary duties can foster more collaboration, accountability, and effective decision making. Strategies for strengthening nonprofit board governance A nonprofit governing board has a legal obligation to oversee management of the organization.

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Rachel Hutchisson Appointed Interim CEO At Common Impact

The NonProfit Times

“I’m committed to building a stronger, more resilient ecosystem for social impact, where nonprofits and corporations can collaborate effectively to create lasting change,” Hutchisson said via a statement. This appointment aligns with my passion and expertise.

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When Nonprofit Boards Meddle: The Dangers Of Micromanagement

Bloomerang

The board’s role should be to ensure the organization has a clear vision, sufficient resources, and robust governance. In the Nonprofit Governance Index published by the Urban Institute, 57% of nonprofit leaders reported that board members often lose focus on strategy when they start interfering with management tasks.

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Moving from Voice to Power

Boardsource

These words come from BoardSource’s new way of framing the role of nonprofit governing boards. “The recognition that organizational power and voice must be authorized by those impacted by the organization’s work.”.