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687 Results

  • One of the Country’s Largest Foundations Is Trying to Change How Philanthropy Works

    Contains 1 Component(s)

    Ford’s BUILD initiative is hitting its stride and starting to see results, including positive survey data from grantees, and emerging anecdotes from organizations that are planning for long-term change and working collaboratively in ways they never could in the past. Publication date: August 14, 2018

    Ford’s BUILD initiative is hitting its stride and starting to see results, including positive survey data from grantees, and emerging anecdotes from organizations that are planning for long-term change and working collaboratively in ways they never could in the past. 

    Prior to BUILD, the foundation had been giving just around 24 percent of its grants as general operating support (meaning an organization can use the funds however it sees fit), and 90 percent of grants were for two years or less. Overall, the most recent data from the National Committee for Responsive Philanthropy shows just 20 percent of all domestic grantmaking is general support, while the rest is restricted project support. 

    Publication date: August 14, 2018

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

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


  • How Foundations Make an Impact

    Contains 1 Component(s)

    Research shows that foundations are motivated by impact in their grantmaking. Publication date: Fall 2018

    Research shows that foundations are motivated by impact in their grantmaking.

    Publication date: Fall 2018

    (Subscription required for full text.)

    Grants Management Professional Competency Model

    Lifecycle of a Grant Competencies

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

  • The Science of What Makes People Care

    Contains 1 Component(s)

    Effective communication is not simply about getting your message out. It requires you to strategically tap into what shapes people’s feelings and values. Here are five principles pulled from social science that will help you connect your work to what people care most about. Publication date: Fall 2018

    Effective communication is not simply about getting your message out. It requires you to strategically tap into what shapes people’s feelings and values. Here are five principles pulled from social science that will help you connect your work to what people care most about.

    Publication date: Fall 2018

    ​Ann Christiano

    Director of the Center for Public Interest Communications

    College of Journalism and Communications, University of Florida

    Annie Neimand

    Research Director for the Center for Public Interest Communications

    College of Journalism and Communications, University of Florida 

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Communications: Listen to others and communicate effectively.

  • Funding Feedback

    Contains 1 Component(s)

    Fund for Shared Insight is pooling the cash and convictions of 13 philanthropies to build the field of end-user feedback. The collaborative aims to help nonprofits and funders learn from and empower those they seek to help. Publication date: Fall 2018

    Fund for Shared Insight is pooling the cash and convictions of 13 philanthropies to build the field of end-user feedback. The collaborative aims to help nonprofits and funders learn from and empower those they seek to help. Can its leaders become role models for the positive change they seek to create?

    Publication date: Fall 2018

    Katie Smith Milway

    Senior Advisor

    The Bridgespan Group 

    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.

  • Can Something Do My Work, So I Can Do My Job?

    Contains 2 Component(s)

    Do you have those hamster-wheel days where you get things done but can’t seem to get ahead? The right technology can shift effort and energy away from administration… to allow greater focus on your organization’s mission. Look to software to do your work so you can do your job. Join Bromelkamp Company founder and President Henry A. Bromelkamp to explore ways to leverage the power of your database. Learn how features such as workflows and two-way integration with CRM, Microsoft Outlook, GuideStar, MailChimp, payment systems, and outside data sources can automate routine tasks, so you can spend more time with your stakeholders. If you can think it logically, your technology can do it for you. Original air date: August 16, 2018

    Do you have those hamster-wheel days where you get things done but can’t seem to get ahead? The right technology can shift effort and energy away from administration… to allow greater focus on your organization’s mission. Look to software to do your work so you can do your job.

    Join Bromelkamp Company founder and President Henry A. Bromelkamp to explore ways to leverage the power of your database. Learn how features such as workflows and two-way integration with CRM, Microsoft Outlook, GuideStar, MailChimp, payment systems, and outside data sources can automate routine tasks, so you can spend more time with your stakeholders. If you can think it logically, your technology can do it for you.

    Viewers will:

    • Understand how software can do more than record transactions
    • Discover that repetitive tasks can be “outsourced” to technology
    • Learn that your time may be limited, but software is not
    • Become aware of a world of data outside your office but not outside your reach

    ​Henry A. Bromelkamp

    Company Founder and President

    Bromelkamp Company LLC

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Technology Management: Apply technology solutions to grantmaking to support grantmaker, applicant, and grantee success.


  • The Case for General Operating Support

    Contains 1 Component(s)

    "Now that every one of our grants is for general operating support, we see the depth in which we are able to learn from our grantees. We also see the successes that come when organizations feel trusted and have the flexibility to make decisions on how to best fulfill their mission at any given time." Publication date: August 14, 2018

    "Now that every one of our grants is for general operating support, we see the depth in which we are able to learn from our grantees. We also see the successes that come when organizations feel trusted and have the flexibility to make decisions on how to best fulfill their mission at any given time."

    Publication date: August 14, 2018

    ​Mailee Walker

    Executive Director

    Claneil Foundation

    ​Andrea Bretting

    Senior Program Officer

    Claneil Foundation

    ​Michael Jordan

    Board Chair

    Claneil Foundation

    Grants Management Professional Competency Model

    Lifecycle of a Grant Competencies

    • Award and Monitoring: Establish mutual expectations between the grantmaker and grantee to support success.

  • Adapting Long-term Strategies in Times of Profound Change

    Contains 1 Component(s)

    Three ways foundations can equip themselves to better respond to changing contexts. Publication date: August 13, 2018

    Three ways foundations can equip themselves to better respond to changing contexts.

    Publication date: August 13, 2018

    ​Srik Gopal

    Vice President of Strategy and Program

    The Democracy Fund

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


  • Tying Grant Practices to Our Foundation’s Values

    Contains 1 Component(s)

    How does a foundation whose charitable mission spans different problems, issue areas, and geographies build a common philosophy to its grantmaking? For the Hewlett Foundation, one part of the answer is in our grant practices – that is, the methods and activities through which grants are executed. These practices include, but are not limited to, how we conduct due diligence or understand grantee capacity; how we use technology to interface with grantees; and how we collect and use grant data. Publication date: August 9, 2018

    How does a foundation whose charitable mission spans different problems, issue areas, and geographies build a common philosophy to its grantmaking? For the Hewlett Foundation, one part of the answer is in our grant practices – that is, the methods and activities through which grants are executed. These practices include, but are not limited to, how we conduct due diligence or understand grantee capacity; how we use technology to interface with grantees; and how we collect and use grant data.

    Publication date: August 9, 2018

    Aimée Bruederle

    Grants Officer, Global Development & Population

    The William and Flora Hewlett Foundation

    Aimée Bruederle is grants officer for the Global Development and Population program at the William and Flora Hewlett Foundation. She partners with program staff on the operational aspects of international grantmaking, including workflow, process, due diligence, and grants compliance. Aimée holds a bachelor’s in business administration from the University of Wisconsin in Madison, Wis. In addition, she obtained a specialization in international business at the Copenhagen Business School. She earned her Master’s in Public Health with an emphasis on Women’s and Reproductive Health from Johns Hopkins University in May 2017. Her capstone project is focused on adolescent reproductive health.

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Communications: Listen to others and communicate effectively.

    Lifecycle of a Grant Competencies

    • Planning and Pre-Grant: Apply the grantmaker values, mission, and goals to ensure alignment of application process and guidelines.

  • Does Collective Impact Really Make an Impact?

    Contains 1 Component(s)

    Eight findings from a recent study of collective impact initiatives, including their effect on systems and population-level outcomes. Publication date: August 9, 2018

    Eight findings from a recent study of collective impact initiatives, including their effect on systems and population-level outcomes.

    Publication date: August 9, 2018

    ​Sarah Stachowiak

    CEO

    ORS Impact

    ​Lauren Gase

    Senior Researcher

    Spark Policy Institute

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

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

    Lifecycle of a Grant Competencies

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

  • The Beginning of Good Data Is the Definition of Terms

    Contains 1 Component(s)

    Making sure everyone at your organization captures, synthesizes, and communicates data in the same way is a worthy investment of time and resources. Publication date: August 6, 2018

    Making sure everyone at your organization captures, synthesizes, and communicates data in the same way is a worthy investment of time and resources.

    Publication date: August 6, 2018

    ​Dave Policano

    Consulting CFO

    Grants Management Professional Competency Model

    Cross-Cutting Competencies

    • Communications: Listen to others and communicate effectively.

    Lifecycle of a Grant Competencies

    • Planning and Pre-Grant Phase: Design and implement the review process to support an informed grant decision.
    • Post-Grant Phase: Review grantmaking to determine success in meeting goals and objectives.