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If you’re a fundraiser bemoaning the lack of your nonprofit’s culture of philanthropy , you don’t get off that easily. . Because you are the one person, or one department, actually charged with living and breathing philanthropy on a daily basis. You are the philanthropy facilitator. . You’re part of the problem.
It was immediately apparent that there was the need for the board to conduct a thorough, investigative audit of the organization, so they hired a firm specializing in financial malfeasance and organizationaldevelopment. While the board was informed of the changes, it did not manage the details of this process.
With a growing realization of philanthropy’s power to shape social change agendas—and an aim to make better use of philanthropic funds and better address structural causes of inequity—these practices rebalance power and place decision-making authority closer to the nexus of change.
All of this ultimately requires major changes in the culture, infrastructure, and practices of climate and conservation funders, including international NGOs, private foundations and philanthropies, and government funding agencies. These changes are possible for both public and private funders.
By Cecilia Conrad Thanks to Kevin Starr for shining a spotlight on how to strengthen big bet philanthropy. We need to grow this group further—not to the exclusion of other types of philanthropy, but to complement it. Second, this framing is a misrepresentation of big bet philanthropy. But many are.
By Tia Martinez In seeking to improve the health outcomes of people in underserved communities, philanthropy’s results have, in general, been disappointing: Socioeconomic and racial injustices run so deep in these communities that strong barriers to change extend well beyond the health care system.
MNA’s staff team is engaged, collaborative, committed to growth, and passionate about MNA’s unique mission. These members will be connected through peer networks, with opportunities to learn, gain resources, collaborate, and form stronger relationships with funders, government leaders, and business affiliate members.
You helped launch the National Health Plan Collaborative, aimed at reducing racial and ethnic disparities within large health plans, and you also contributed to the first National Healthcare Quality & Disparities reports. Or just shifted more toward philanthropy and supporting leadership? KF: It was a process.
Similarly, its dominant work culture is likely collaborative, although some functions may be more competitive (fundraising), creative (programming), and controlling (finance and operations). Recently, as Borealis Philanthropy fellows, we launched pay equity pilots with a number of progressive nonprofits.
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