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With limited resources and immense challenges, now more than ever human rights grantmakers and advocates are asking critical questions about the human rights funding landscape: Where is the money going? What are the gaps? Who is funding what? The Advancing Human Rights research tracks the evolving state of human rights philanthropy by collecting and analyzing grants data to equip funders and advocates to make more informed and effective decisions. Human Rights Funders Network (HRFN) and Candid lead the research, in partnership with Ariadne–European Funders for Social Change and Human Rights, and Prospera–International Network of Women's Funds.
In 2017, the research found that 849 foundations awarded 25,229 human rights grants totaling $3.2B to 13,819 recipients around the world, 28% of which was reported as flexible general support.
Building Movement Project;
Inequality in the United States is a familiar issue to those who work in the nation's nonprofit sector. Many nonprofit organizations are dedicated to supporting and empowering communities that have limited resources and influence due to systemic and structural inequalities. As part of this commitment, a growing number of nonprofit organizations are reflecting on how societal inequities are replicated in their own organizations. This report, Race to Lead Revisited: Obstacles and Opportunities in Addressing the Nonprofit Racial Leadership Gap, presents ongoing research and analysis by the Building Movement Project (BMP) into why the nonprofit sector has so few leaders of color. As this report is finalized in the spring of 2020, a worldwide pandemic, renewed grief and outrage over the continued killings of Black people by police and vigilantes, and a deepening recession have even more sharply exposed fault lines of who holds power and privilege and who is treated as expendable.1 The nonprofit sector itself is scrambling as organizations, especially smaller community-based groups, fear for their financial futures at the very moment when their work is more vital than ever. These challenges offer the opportunity for organizations and their funders to respond by addressing not only the immediate crisis but also systemic inequities both within nonprofit organizations and society at large.2 The data and analysis presented here offer insight on how to support organizations that embrace racial equity internally as they work toward a society in which all people have equal voice, opportunity, and power.The Building Movement Project released initial survey findings on race and leadership in the nonprofit sector in the 2017 report Race to Lead: Confronting the Nonprofit Racial Leadership Gap. That report challenged long-held assumptions about why so few people of color lead nonprofit organizations, including persistent assertions that people of color need more leadership training and are less likely than white peers to aspire to top leadership roles. The data collected from a 2016 national survey of nonprofit employees showed that people of color in the sector were similarly qualified as white respondents and had more interest than white peers in becoming a nonprofit leader.3 The lack of diversity in nonprofit sector leadership was not a reflection of the qualifications or ambition of people of color, but the result of racialized barriers that inhibited their leadership ambitions, from lack of support by white boards of directors to the biases of executive recruiters. To increase the diversity of nonprofit leaders, the report recommended that the sector shift its focus away from the individual qualifications or goals of emerging leaders of color and toward addressing the systemic bias in the sector that prevents their advancement.
West Africa Civil Society Institute (WACSI);
Technology has invaded our daily lives and has changed the way we go about work. However, technology seems to have changed more significantly the way individuals interact than the extent to which organisations are transforming.
From a collaborative mapping of private social investment initiatives, philanthropy, public calls (notices, challenges etc.) and communication in the fight against Covid-19 carried out in the first 60 days since the confirmation of the first case in Brazil, Ponte a Ponte developed this guidance and systematization guide for these initiatives. The publication seeks to allow social investors, philanthropists, company executives, CSO leaders (civil society organizations), peripheral social and collective movements, as well as intermediary developers in the field to have a macro view of what emerged in the period, as well as suggestions and recommendations for making strategic decisions and tactical-operational guidelines that increase the efficiency and effectiveness of actions and the qualification of social investment as a whole.
In addition to the report, also access the database used in the production of the guide: Mapping initiatives against Covid-19.
SeaChange Capital Partners;
The government distinguishes "large" from "small" organizations in many ways, though the most common is whether they have 500 or more employees. Nonprofits deemed "large" under this definition have been completely shut out of the two most important sources of COVID-19-related financial support: the SBA's Paycheck Protection Program ("PPP") and the Federal Reserve's Main Street Lending Program ("MSLP"). This is unfortunate because, while small nonprofits are collectively important, the large ones do most of the work.
This is true not only in higher education and hospitals, but in other areas that support the well-being of communities including: shelters, emergency food distribution, mental health, hospice, foster care, nursing homes, and caring for the developmentally disabled. These large nonprofits are systemically important partners to state and local governments, and many are on the front lines of the COVID-19 crisis. However, unless they receive immediate assistance, some will not make it through the next few months; few, if any, will survive without making drastic cuts to services that will be more vital than ever to our collective health, well-being, and safety during the COVID-19 crisis and its aftermath.
Given the pressure on their budgets, and the difficulties that states and cities have in raising immediate funds from taxes or the capital markets, only the federal government has the scale of available resources to help large nonprofits. Fortunately, there is no need to develop an entirely new program; PPP and MSLP can be modified to get the job done.
COVID-19 has had an immediate and dramatic impact on the economy, and especially on nonprofit organizations. Public Allies' is an intermediary working with hundreds of nonprofits in communities across the country. It is uniquely positioned to understand how this crisis has affected the nonprofit sector. With this survey Public Allies set out to primarily focus on three questions:
Are organizations anticipating an increase in requests for services moving forward because of the economic impact of the crisis? If so, what are the types of services they anticipate being in demand?
Do organizations envision needing to deliver services and programming differently going forward? If so, what supports will they need to make that happen?
Not including financial support, what resources are needed at this time to help organizations through this crisis.
Key findings from Public Allies' survey of 320 nonprofit professionals, the survey tool, and charts and data are available in the full report.
West Africa Civil Society Institute (WACSI);
Nigeria on 27 February 2020 became the first Sub-Saharan African country to record the coronavirus. Today, all the 15 ECOWAS Member States have now recorded over 30,000 cumulative cases of COVID-19, several deaths, and an encouraging number of recoveries. Nonetheless, the confirmed cases continue to rise rapidly across the region with potentially devasting public health challenges, underscoring earlier observation by ECOWAS that the region is a high-risk for COVID-19.
National Urban Indian Family Coalition;
Urban American Indian & Alaska Native (AI/AN) organizations have been and always will be the vanguard for addressing and responding to both immediate and future challenges of urban AI/AN communities. Amidst the COVID-19 pandemic, these community-based, nonprofits are experiencing significant issues and challenges, while providing critical, on the ground responses to this national crisis.
As a result of these significant challenges, NUIFC was compelled to develop this in-depth report in partnership with our 40+ members and the urban communities that they serve.
The Key Facts on U.S. Nonprofits and Foundations is a first-ever publication combining the wisdom from Foundation Center's former Key Facts on U.S. Foundations report and GuideStar's former Nine Things You Might Not Know aboutU.S. Nonprofits. It offers at-a-glance information about the nonprofit sector. Where does nonprofit revenue come from? Is foundation giving growing? We answer these questions and more.
West Africa Civil Society Institute (WACSI);
The phrase 'back to the basics' is a stark reminder of the importance of enhancing capacity. Capacity strengthening is the basic foundational pillar that ensures the viability of an organisation. Interestingly, we often must be reminded of the importance of building our organisation's capacity.
Just like in the business sphere, CSOs are formed with the intention of operating successfully and sustainably. The only difference is that the formation of CSOs is often driven by a social need or a community problem instead of a profit motive. Therefore, capacity development is essential to ensure that CSOs do not only survive but also thrive.
S. D. Bechtel, Jr. Foundation;
In an era when social sector leaders face uncertainty and significant change, resilience is critical to organizational survival. At their best, resilient nonprofits respond to disruptions as tipping points rather than tragedies, finding new opportunities to learn, grow, evolve, and, ultimately, better serve their communities. So, what does it take for nonprofits to survive and even thrive amid shocks? This research points to seven crucial characteristics, and surfaces principles and practices for funders who seek to boost grantee resilience.
Notah Begay III Foundation;
This first-of-its kind report provides collective recommendations from established Native-led nonprofits of how grantmaking could be implemented to ensure success as defined by Indigenous communities.This report is a result of dedicated Indigenous leaders and practitioners from across the country who share their knowledge and expertise with funders, foundations and grantmaking organizations.
Over the course of two days, Native leaders developed guiding recommendations and shared important insights to assist funders in their efforts to create meaningful, long-lasting relationships with Native-led organizations and the communities they serve. The intent is to inspire deeper relationships and to improve results as determined by Native and Indigenous communities themselves.