In 2014, preparing for its final burst of expansive, long-vision grants, Atlantic drew its core programs to a close, downsized its staff, ramped up a final communications strategy, and became, in all respects, an institution in the final stages of work.
Almost all grants support human beings. But only some concentrate on cultivating human excellence. Five factors, drawn from The Atlantic Philanthropies' work in Viet Nam, seem to define this important form of grantmaking.
Modesty is a personal virtue, but it can be a vice for foundations and their causes. Paul Grogan of the Boston Foundation recently explained why.
Research on time-limited philanthropy used to be scarce, but it’s expanding fast. Foundation Center has just scanned the intellectual landscape, and the results are intriguing.
Are foundation officers more courageous risk-takers than other people? Some new research says: Evidently not. Then again, should they be?
For a foundation spending down, the final years entail a lot of ending, closing, and exiting. But there are good reasons why they should also include some creative new work.
A lot of foundations automatically shun proposals for buildings. There are good reasons to reconsider.
Organizations need change periodically, and most of them think they’ve found the perfect one. The Ford Foundation isn’t so sure, but it’s open to suggestion.
Foundations hold troves of important research and evaluations. But how do they decide what parts of this to publicize, how, and for what audiences?
By at least one measure, the Kresge Foundation has made the biggest bet, among all national foundations, on the future of Detroit. The question is: What led them to accept the risk?
Here’s a further thought on my last post, about the Kresge Foundation’s ambitious, high-risk effort to help Detroit come out of bankruptcy as a stronger, more stable city.