Companies with strong reputations as corporate citizens are respected for providing value to society in a comprehensive way – through their products and services, their operational excellence, and their support of the community.
As companies face increasing pressure from stakeholders to address complex societal issues, many are developing programs and initiatives with ambitious social impact goals, but often, without the requisite structure to ensure the programs are effective. Continue reading →
Media campaigns are intended to affect their audiences – such as convincing people not to text and drive, or persuading people to purchase a product or vote for a particular candidate. There are various touchpoints wheremediacanhelpleadanaudiencefromawarenesstoactiononanissue. Being able to track these touchpoints – and the audiences engaged – enables organizations and media distributors to more efficiently and effectively test their content as well as intelligently move audiences from awareness to action at a faster, more effective rate.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.
A few years ago I was introduced to my now favorite TED Talk:DerekSiverson“Howtostartamovement.” In two minutes he explains how a movement starts using some amusing footage of a spontaneous dance group. If you haven’t seen it, itisworththebreak. What captivated me was his conclusion—and it wasn’t about the leader.
Rightly, much has been made of the importance of leadership—be it in business, government, nonprofits, or online. In the nonprofit sector, starting with the dooms-day scenario of mass baby-boom retirements that was the rage in the early 2000’s, through today’s steady drumbeat of leadership training and development, leadership is on the minds of philanthropic sector professionals. Continue reading →
Since the 2016 election, my colleagues and I have noticed one of two things: more funders considering a first-time investment in advocacy, or funders strengthening their existing commitment to fund advocacy work. In response to this surge of activity, we’ve had the opportunity to share ourfindings–regardingeffectivestrategiestosupportadvocacy campaigns – with different groups of funders. These engaging and deliberate conversations generated additional questions – from which we’ll highlight three: Continue reading →
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.
The work you do in the social sector is likely unique in its mission and programs. As unique as it is, social sector organizations like yours share the common goal to “move the needle.” They may work towards improving conditions for local youth or inspiring local creativity by supporting the community arts scene. No matter your mission, it is important to ensure your activities are clearly aligned with your ultimate social impact goals. To that end, we have produced three videos that Continue reading →
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 →
As we enter a new era in US politics, there is increased pressure on companies to build trust with customers, and both deliver and communicate their broader value to society and their employees.
As stated in the Edelman TRUST BAROMETER 2016, “A yawning trust gap is emerging between elite and mass populations. The most profound diﬀerence between the elite and the broader populations is found in their attitudes toward business. This skepticism is clearly manifested in the perception of speciﬁc industries, in particular the ﬁnancial services sector where there is a gap of more than 20 points between the elite’s trust in the sector and the general population’s.” 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 →