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  • Census 2020 & Cybersecurity: What Foundations Need to Know

    Contains 1 Component(s)

    Watch this webinar to learn why the security concerns surrounding Census 2020 matter to you as operations leaders in philanthropy, and what IT leaders can do to lend their voices to this issue. Original air date: November 15, 2018

    The number and sophistication of cybersecurity threats have undoubtedly increased. Facebook’s data breach, Russia’s meddling in the 2016 election, and the frequent data breach alerts from banks and retailers is more than enough evidence to make us understand why information security is a growing concern across public and private sectors.  It is in this context that we as a country are preparing for the 2020 Census, the largest peacetime effort of the federal government and the first ever that will rely on digital response. 

    Much has been done to ensure the residents of America that their data with remain safe. But, the current environment raises serious questions about the government’s ability, or desire, to keep records safe and build a digital census platform robust enough to withstand interference. The security of the digital collection and storage of information is still unclear despite numerous public- and private-sector cybersecurity experts calling for greater transparency on the Census Bureau’s protocols and systems. 
    Considering these challenges philanthropy must take a leadership role in ensuring transparency from the Census Bureau, supporting critical local infrastructure and public policy that encourages full participation in the census. The accuracy of this data is critical to philanthropy for it is this data which our sector and the communities we care about will depend for the next ten years.
     
    Watch this webinar to learn why the security concerns surrounding Census 2020 matter to you as operations leaders in philanthropy, and what IT leaders can do to lend their voices to this issue.

    This webinar was created in partnership with the Technology Affinity Group, PEAK Grantmaking, and The Leadership Conference.

    Original air date: November 15, 2018

    Chantal Forster

    Executive Director

    Technology Affinity Group (TAG)

    ​Michelle Greanias

    Executive Director

    PEAK Grantmaking

    Michelle Greanias, executive director of PEAK Grantmaking, is a passionate advocate for efficient and effective grantmaking and is deeply committed to elevating the value of grantmaking practices in philanthropy. Since 2008, Michelle has led the explosive growth of PEAK Grantmaking, making it one of the largest networks in the field.

    Michelle has spent most of her career in corporate philanthropy, leading grants management teams to implement efficient, effective grantmaking practices. She has also overseen program-related investments; engaged in projects to facilitate socially responsible investments in housing and community development; and managed employee giving programs.

    Michelle speaks and writes regularly on effective grants management practices and has consulted with government and private sector grants programs to increase the effectiveness and efficiency of their grantmaking operations.

    Michelle serves on the GuideStar Advisory Council and on the National Panel for GrantAdvisor. She holds bachelor’s degrees in international relations and French/West European studies and a master’s in business administration from The American University.

    Corinne Yu

    Senior Program Director, Special Projects

    The Leadership Conference

    Joshua A. Geltzer

    Executive Director and Visiting Professor of Law, Institute for Constitutional Advocacy and Protection

    Georgetown University Law Center

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Diversity, Equity, and Inclusion: Promote diversity, equity, and inclusion in grantmaking practices.
    • Technology Management: Apply technology solutions to grantmaking to support grantmaker, applicant, and grantee success.

  • Our Default Organizational Decision-making Model Is Flawed. Here’s an Awesome Alternative!

    Contains 1 Component(s)

    "My organization Rainier Valley Corps has been experimenting with a decision-making model called the Advice Process. I want to elaborate on it a little as an ED who was used to being the ultimate decision-maker who is now not making many decisions at all at his organization and who is actually very happy about it.​" Publication date: December 3, 2018

    "My organization Rainier Valley Corps has been experimenting with a decision-making model called the Advice Process. I want to elaborate on it a little as an ED who was used to being the ultimate decision-maker who is now not making many decisions at all at his organization and who is actually very happy about it.

    "...whoever is closest to the issue area is the person who makes the decision, provided they do two things: Check in with people who will be affected by their decision, and check in with people who may have information and advice that might help them make the best decision."

    Publication date: December 3, 2018

    Vu Le

    Executive Director

    Rainier Valley Corps

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Process and Change Management: Plan and monitor processes efficiently and effectively and manage change as needed to contribute to grantmaker's strategic goals and grantee's success.

  • The Upside of Conflict

    Contains 1 Component(s)

    Too many organizations ignore or avoid addressing internal conflict. A healthy perspective on disagreement can increase resilience and spur needed innovation. Publication date: Winter 2019

    Too many organizations ignore or avoid addressing internal conflict. A healthy perspective on disagreement can increase resilience and spur needed innovation.

    Intraorganizational conflict can arise from many different sources. A sudden shift in donor priorities can upend current programming. A change in politics or public policy can make an organization’s mission less relevant or viable. Potential negative publicity about an overseas branch can spark heated debate about whether and how to deal with it. Substantive disagreements between boards and executives or between field offices and headquarters are common. The question is not simply whether conflicts arise, but rather whether organizations are equipped to deal with them.

    The authors' research into the topic has revealed that they are not. 

    Publication date: Winter 2019

    ​Alan Fowler

    Honorary Professor Chair of African Philanthropy, Wits Business School

    University of the Witwatersrand

    ​Elizabeth Field

    Conflict Advisor, International Secretariat

    Amnesty International

    ​Joseph McMahon

    Manager

    Collaborative Processes, LLC

    President, Inter-Mediation International

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Communications: Listen to others and communicate effectively.
    • Diversity, Equity, and Inclusion: Promote diversity, equity, and inclusion in grantmaking practices.
    • Staff and Volunteer Development: Build the capacity of staff and volunteers to be successful in their grantmaking role.

  • PEAK Midwest Fall Regional Meeting

    Contains 1 Component(s)

    ​Looking for ideas to improve your grantmaking practices and time to network with other grants management professionals? Presenters from the MacArthur Foundation, Grand Victoria Foundation, PEAK Grantmaking, and the Midwest Regional Chapter team shared information on a wide-range of hot topics in philanthropy including practices, racial equity, and going paperless.​ Presentation date: October 19, 2018

    Looking for ideas to improve your grantmaking practices and time to network with other grants management professionals? Presenters from the MacArthur Foundation, Grand Victoria Foundation, PEAK Grantmaking, and the Midwest Regional Chapter team shared information on a wide-range of hot topics in philanthropy including ideas about how to become a paperless foundation, making the case for grantmaking practices that drive equity, and important racial equity initiatives from foundations in the Midwest.

    Presentation date: October 19, 2018

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Diversity, Equity, and Inclusion: Promote diversity, equity, and inclusion in grantmaking practices.

  • Deciding Together: Shifting Power and Resources Through Participatory Grantmaking

    Contains 1 Component(s)

    ​Funders are increasingly looking to engage the communities they serve in the grantmaking process, but there are few resources about how to do so. The guide explores how funders can engage in participatory grantmaking and cede decision-making power about funding decisions to the very communities they aim to serve. Publication date: October 2, 2018

    Funders are increasingly looking to engage the communities they serve in the grantmaking process, but there are few resources about how to do so. The guide explores how funders can engage in participatory grantmaking and cede decision-making power about funding decisions to the very communities they aim to serve. Deciding Together: Shifting Power and Resources Through Participatory Grantmaking illustrates why and how funders around the world are engaging in this practice that is shifting traditional power dynamics in philanthropy. Created with input from a number of participatory grantmakers, the guide shares challenges, lessons learned, and best practices for engaging in inclusive grantmaking. 

    Publication date: October 2, 2018

    ​Jen Bokoff

    Director of Stakeholder Engagement

    Foundation Center

    Jen Bokoff is the director of stakeholder engagement at Foundation Center. She develops partnerships and projects that build knowledge and strategy for grantmakers. She likes asking "so what?" to push Foundation Center's data-driven work to be as valuable and actionable as it can be to social sector changemakers. She also runs GrantCraft, a free service that taps the practical wisdom of funders to improve the collective knowledge of the philanthropy field. In her role, Jen regularly speaks at conferences and facilitates workshops with funders, and connects people to resources, ideas, and one another. A graduate of Tufts University, Jen studied community health and sociology. She serves on the Alumni Council as the chair of the development committee and also serves on an advisory committee for The Moth’s education programs. In her spare time, she is an amateur comedic improviser, avid Brooklyn nerd, and second base woman on Foundation Center's winning-in-spirit softball team.

    Cynthia Gibson

    Principal

    Cynthesis Consulting

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Communications: Listen to others and communicate effectively.

    Lifecycle of a Grant Competencies

    • Award and Monitoring: Establish mutual expectations between the grantmaker and grantee to support success.
    • Award and Monitoring: Monitor grantee activity to support grantee success and determine compliance with grant agreement.

  • Understanding & Sharing What Works: The State of Foundation Practice

    Contains 1 Component(s)

    ​Assessing the performance of a foundation is notoriously challenging, but it is crucial to learning and improvement. How well do foundation leaders believe they understand what is and isn’t working in their foundation’s programmatic efforts? How are they building that understanding? What information are they choosing to share with others? CEP surveyed and conducted in-depth interviews with private and community foundation leaders regarding what they know about what is and isn’t working in their foundations’ efforts to achieve their goals. Publication date: November 2018

    Assessing the performance of a foundation is notoriously challenging, but it is crucial to learning and improvement. How well do foundation leaders believe they understand what is and isn’t working in their foundation’s programmatic efforts? How are they building that understanding? What information are they choosing to share with others?

    To answer these questions, CEP surveyed and conducted in-depth interviews with private and community foundation leaders regarding what they know about what is and isn’t working in their foundations’ efforts to achieve their goals.

    The data in this report, along with the insights in the profiles, can help foundation leaders determine the best methods for learning from their work and deciding what to be open about.

    Publication date: November 2018

    Ellie Buteau

    Vice President, Research

    Center for Effective Philanthropy (CEP)

    Jennifer Glickman

    Manager, Research

    Center for Effective Philanthropy (CEP)

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Knowledge Management: Capture and apply knowledge to promote learning and improvement.
    • Strategic Management: Promote organizational mission and goals and inspire colleagues to achieve them.

    Lifecycle of a Grant Competencies

    • Post-Grant: Review grantmaking to determine success in meeting goals and objectives.

  • Measuring the State of Disaster Philanthropy: Data to Drive Decisions

    Contains 1 Component(s)

    ​Disasters and humanitarian crises affected millions of people globally in 2016. Donors responded generously to these disasters: How were their dollars allocated? Publication date: November 2018

    Disasters and humanitarian crises affected millions of people globally in 2016. Donors responded generously to these disasters: How were their dollars allocated?

    The Center for Disaster Philanthropy is proud to partner with Foundation Center, the leading source of information about philanthropy worldwide, to present this interactive dashboard, which provides an analysis of disaster-related funding by foundations, governments, corporations, and individuals. The data presented here illuminate funding trends, expose imbalances in where and when contributions are made, and can help donors make more strategic decisions about their investments in the full life cycle of disasters, including preparedness and recovery efforts.

    Publication date: November 2018

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Strategic Management: Promote organizational mission and goals and inspire colleagues to achieve them.

  • Strengthening Fundraising Capacity: How the Evelyn & Walter Haas, Jr. Fund Is Supporting Innovation in Fundraising

    Contains 1 Component(s)

    Financial sustainability is a constant challenge for many grantees, yet support for fundraising often gets left behind. This case study explores how one funder addressed these challenges through design-thinking, collaborating with consultants, and co-creating with their grantees. It reminds us that fundraising is a core leadership capacity funders need to support. Publication date: November 1, 2018

    Financial sustainability is a constant challenge for many grantees, yet support for fundraising often gets left behind. This case study explores how one funder addressed these challenges through design-thinking, collaborating with consultants, and co-creating with their grantees. It reminds us that fundraising is a core leadership capacity funders need to support. 

    Publication date: November 1, 2018

    Lori Bartczak

    Senior Director of Knowledge and Content

    Community Wealth Partners

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Diversity, Equity, and Inclusion: Promote diversity, equity, and inclusion in grantmaking practices.

  • Time for a Three-Legged Measurement Stool

    Contains 1 Component(s)

    Going beyond traditional monitoring and evaluation to focus on feedback can lead to new innovations in the social sector. Publication date: Winter 2019

    Going beyond traditional monitoring and evaluation to focus on feedback can lead to new innovations in the social sector.

    Publication date: Winter 2019

    ​Fay Twersky

    Director of Effective Philanthropy

    William and Flora Hewlett Foundation

    Grants Management Professional Competency Model

    Lifecycle of a Grant Competencies

    • Post-Grant: Review grantmaking to determine success in meeting goals and objectives.

  • Streamlining Basics – Getting Started with a Streamlining Process

    Contains 1 Component(s)

    The process of streamlining is like any change management process – it requires certain key elements to be in place or it’s not likely to gain traction and stick. Project Streamline’s Guide, Making Streamlining Stick, proposes a sequence informed by the classic change management guide by John Kotter, "Leading Change." Publication date: October 24, 2018

    The process of streamlining is like any change management process – it requires certain key elements to be in place or it’s not likely to gain traction and stick. Project Streamline’s Guide, Making Streamlining Stick, proposes a sequence informed by the classic change management guide by John Kotter, Leading Change.

    It has four basic phases:  Take Stock, Make the Case, Plan Changes, and Implement and Refine.  Grantmakers who undertake streamlining initiatives don’t always start at the “beginning” – sometimes they begin streamlining because they are already making a big change, such as implementing a new grants management system – but eventually they always hit all four phases of the sequence.

    Publication date:  October 24, 2018

    Jessica Bearman

    Principal

    Bearman Consulting

    JESSICA BEARMAN (Bearman Consulting) works with foundations and other mission-based organizations, focusing on organization development, facilitation, planning, and project R&D to help them become more intentional, effective, and responsive to communities. 

    Jessica has been the lead consultant to PEAK Grantmaking’s Project Streamline since its inception, helping grantmakers to understand and minimize the burden of their application and reporting practices.Prior to her work in philanthropy, Jessica spent nine years in the nonprofit sector, where she experienced plenty of mystifying requirements. She has a Masters in Organization Development from American University/National Training Laboratory. Jessica loves living on an organic farm in Idaho with her husband, two wild boys, forty philosophical chickens, and thousands of industrious bees.

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Process and Change Management: Plan and monitor processes efficiently and effectively and manage change as needed to contribute to grantmaker's strategic goals and grantee's success.