The speculation for most of us began on Wednesday morning, November 9, 2016.
Regardless of political affiliation, the election win by a presidential candidate who promised dramatic changes in governing style and policies from the prior administration meant that grantmakers might have to rethink their current strategies and, quite possibly, fundamental priorities. As the new administration’s policy agenda rolled out over its first year in office, the interest areas of more and more funders were touched by the shifting political landscape. Continue reading →
Is it on? Is it off? Is it on? Is it off? Our heads are spinning with the series of attempts to repeal the Affordable Care Act (ACA), and the numerous ways in which both the federal government and state level actors are strategizing to alter and/or erode health policy. In today’s turbulent climate, when shifting political winds and policy changes go hand-in-hand with ever-expanding health care needs across the country, how can health funders be strategically effective?
TCC’s Melinda Fine Ed.D. and Jessica Mowles share three strategic learning processes that will engage foundations and funders during complex times.
With all the changes in the political climate over the past year, I’ve been especially concerned for immigrants and refugees. Many families in my city and community have been affected by the new executive orders and administrative actions, and I’ve read stories about many others across the country that are at risk. This can feel overwhelming when I think about the impact on people I know. The issues we’re dealing with are daunting and complex; it makes me wonder how I can be most helpful.
You may believe that it would take massive investment to have even a minor impact in this climate. But the truth is, we can all make a difference. Family foundations are no exception.
TCC’s Naomi Polin shares the six essentials for family foundations to have when supporting immigrant and refugee communities.
At TCC Group, we work to make sustainable change and make the world a better place. We do this work because we are committed to the value of the social sector and its role in solving complex social problems. We are not in the business of short-term solutions, but seek to help organizations deliver more impact, in a more lasting manner. Our opportunity to have an impact rests in our ability to support, build, and work in partnership with our clients, our colleagues in the field, and with each other.
As a member of the Collaboration Champions – a group of leading organizations invested in both value-driven and outcomes-driven collaboration – we’re pleased to share seven core principles that embody our values at TCC, and reflect those of our peers.
Nearly 60 foundations – of all shapes and sizes – recently took the Foundation Core Capacity Assessment Tool (FCCAT), a self-assessment measure for foundations, to better understand their strengths and challenges. Based on the recent summary report, here are five noteworthy things they had to say: Continue reading →
When your job centers on helping funders assess needs, devise strategies, and manage and evaluate their grantmaking, you wish that every field would have a resource like Advancing Human Rights: Update on Global Foundation Grantmaking. Since IHRFG and Foundation Center launched this series four years ago—and added an interactive website three years ago—I have made regular use of these tools to understand levels of foundation engagement within and at the intersection of issues ranging from women’s rights in the Global South to environmental justice in the United States. This research has also been invaluable in helping the foundations I work with to see just how many peers and practitioners have aligned interests and could become partners in realizing their goals.
That is why I was surprised when I sat down to read the 2017 Edition of the Advancing Human Rightsreport. I realized that in using these resources to answer my very specific, client-focused questions, I had been missing some findings and trends that are beginning to reshape my thinking about foundation support for human rights. Continue reading →
As with all foundations, family foundations work to have a meaningful and measurable impact on social problems. But they also have a second, unique purpose: to serve as a unifying vehicle for multiple generations, providing opportunities for family members to share philanthropic interests. Establishing this cohesion can be accomplished by Continue reading →
As today’s leading companies launch and expand corporate citizenship programs, they continue to seek greater social and environmental impact. While they operate at various levels of scale, they all face critical challenges around tracking and reporting data, operational inefficiencies, and nonprofit relations.
For example, some companies have told us about the difficulty they have tracking basic data. Meanwhile, other companies want to expand their data collection to tell stories about their impact. Many strategic changes could facilitate progress for either challenge, but program management software solutions can serve as Continue reading →
NCRP’s recent report Families Funding Change: How Social Justice Giving Honors Our Roots and Strengthens Communities highlights the important legacy of family foundations supporting social justice – as well as the relatively scant family philanthropy support for social justice work today. The report rightly points out that the perception that social justice philanthropy is a “political third rail” is the greatest barrier that keeps family foundations from engaging in it. I have heard dozens of family foundation trustees say that, while they personally are interested in increasing their family foundation’s social justice support, they “can’t go there” with the family board. It’s too “political” and “divisive.” They’d “be opening a can of worms.”Continue reading →
A few years ago, we did a governance study for the Institute for Advanced Study in Princeton. I interviewed the board chair, who incidentally invented Microsoft Word and Excel, and I asked him if the three board meetings they had each year was the right number. He said, “Well, four is too many and two is not enough, so three is probably right.”
An interesting way to think about almost everything. If six cookies aren’t enough, and eight cookies are too many, have seven.