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In 2019, Candid and Centris, with support from PeaceNexus Foundation, conducted a survey, Philanthropy for a Safe, Healthy, and Just World. The results, based on 823 civil society organization responses, reveal philanthropists can do better to support global peacebuilding efforts.
The world today continues to be shaken by armed conflicts, yet, according to research by Candid, peace-related grantmaking comprises less than 1 percent of all grants. Further, the study found that only 18 percent of survey respondents indicated that conflict transformation and peacebuilding were "very important" to their work; in fact, it ranked at the very bottom of the list. Still, 57 percent of respondents said that supporting resilience and stable societies—a key component of peacebuilding— is either important or central to their work. Moreover, it was more common for organizations to see their work through the lens of social justice or human rights than through the lens of peace, suggesting a broader understanding and acceptance of these frameworks compared to peace.
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 $3.5B to 13,819 recipients around the world, 28% of which was reported as flexible general support.
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.
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.
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.
The Community Leadership Assessment Tool is an instrument whose development was informed by conversations among community foundations who desired a structured mechanism to assess their community leadership activities and communicate the impact of their work beyond financial metrics. At the foundation-level, this tool is designed to inform practice. At the field level, results from this tool will be aggregated to provide a broader perspective on how foundations are engaging in community leadership efforts.
Guidestar by Candid;
Is philanthropy less than the sum of its parts? We know of countless examples of individual organizational excellence: nonprofits and foundations that achieve extraordinary impact on the great challenges of our time. But it is hard to avoid the haunting sense that all this good work does not add up. The efforts of individual organizations are fragmented and isolated. This fragmentation yields real challenges: inefficient fundraising, infrequent collaboration, and uneven learning. All told, it is difficult to articulate the impact of the whole of philanthropy. Over the last few decades a new science has emerged that wrestles with the questions of systems-level behavior. The philanthropic community can learn much from this work. This paper is an initial effort to connect the insights from complex systems science with nonprofits, foundations, and all those devoted to making a better world.
Guidestar by Candid;
The nonprofit sector accounts for more than $1 trillion in economic activity, employs 11 million people, and receives $300 billion in charitable gifts annually. There seems, however, to be no clear way to gauge how well these resources are being used. When it comes to information on how nonprofits perform, there is insufficient transparency, access, quality, and utility. It doesn't have to be this way. If we can collect the right data and create the right analytics, we could pinpoint the highest performers. That will consequently lead to better decision making and more efficient allocation of resources, which ultimately will provide greater value to those in need. This paper explores how the world of philanthropy can learn valuable lessons from an unlikely sector: the financial services industry.