Guests at our January 25 Foundation Impact Research Group seminar were treated to a behind-the-scenes look at 100&Change, a project of the John D. and Catherine T. MacArthur Foundation to award a $100 million grant to a single organization or collaboration tackling one of the world’s most challenging problems.
Using only the traditional tactics of standard philanthropy, the Revson Foundation helped New York City’s struggling branch libraries regain support from City Hall and begin rebuilding their crumbling infrastructure.
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.
Are foundation officers more courageous risk-takers than other people? Some new research says: Evidently not. Then again, should they be?
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.
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.
In 2001, when Paul Grogan was named president of the Boston Foundation (the nation’s 15th largest community foundation in 2012), it was understood that the revered but diffident institution was headed for an abrupt change in profile. Grogan, a former top city official in Boston, had spent more than a decade presiding over explosive growth at the Local Initiatives Support Corporation (LISC), the nation’s premier community development investment organization. Throughout his career he had thrived in the spotlight and worked hard to earn a reputation as a colorful and forceful advocate.