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.
A recent talk by the president of the Kresge Foundation sheds light on the path by which Detroit emerged from bankruptcy last Friday, and the pivotal role of philanthropy.
Those who doubt foundations’ real appetite for risk make a strong case. But then comes the Kresge Foundation and its efforts to help Detroit survive bankruptcy — a crisis that many people have considered near-hopeless.
Foundations’ passion for grouping their grantees into networks may lead to quicker learning and more efficient operations. But it sometimes leads nowhere at all.
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Stay awhile and explore the features we've added, like the Time-Limited Philanthropy section, which highlights the Center’s extensive work on foundations that are spending out their endowments and completing their work on a fixed schedule. Take a look at our streamlined Case Study Database, with over 600 case studies of philanthropy in action.
Last semester’s talk by John Ettinger, about foundations’ efforts to network their grantees, continues to draw a lot of thoughtful reaction. This guest post comes from an expert on the topic, Marty Kearns of Netcentric Campaigns.