More and more funders now view nonprofit media as an important tool in social change. And more and more news outlets now rely on philanthropic funding to support their operations. The fall 2015 issue of Stanford Social Innovation Review includes a pair of feature articles that examine the need for, and the difficulty of, measuring the social impact of media. A case study of Humanity United also shows the power of media.
Social intrepreneurs have an opportunity to change their companies for the better, from the inside out.
Two scholars analyze an array of current approaches to gauging whether and how news organizations make a difference in the world.
Leaders at one nonprofit media outlet are advancing a conversation about how best to develop meaningful metrics for journalistic work. Includes magazine extras.
Up for debate: The pay-for-success model will have a positive impact, just not in the way that many proponents think. Includes additional, online-only responses from a variety of thought leaders.
Several ventures now under way in developing countries show how networks of connected machines can drive economic growth.
A system that combines software and sensors promises to improve farmers’ ability to manage, conserve, and lease water.
New tools and practices are helping low-income Americans use rent payments to build up their financial profile.
In Ethiopia, a foundation-led initiative uses accelerated learning techniques to give young people a second chance at an education.
Delivering nutritious school lunch fare on a large scale is the social mission—and the business model—of Revolution Foods.
Maggie’s Centres, a network of specially built facilities in the United Kingdom, provides cancer patients with a comforting environment.
Humanity United is pursuing a strategy that combines carrots and sticks—collaboration and activism—to confront human rights abuse in the seafood industry. Includes magazine extras.
Race to the Top, a $4 billion US education reform effort, produced valuable lessons on designing a competition-based program.
To counter restrictions on NGO activity, local groups need to reduce their dependence on international financial support.
Careful product design enabled Days for Girls to create a solution that empowers its users at a critical stage of their lives. Includes magazine extras.
By imposing requirements on recipients, cash transfer programs can “push” them to develop habits of civic participation.
Instead of building an independent base of expertise, many NGOs in China focus on retaining ties to government agencies.
Recent changes in US policy regarding teacher evaluation reflect the impact of foundation-supported advocacy.
In developing countries such as Kenya, interaction with NGOs appears to boost people’s level of civic activity.
Digital tools are a necessary but not sufficient component of any long-term social change effort.
In many cases, the people who can change an organization are those who don’t “fit in” there.
A memoir by the founder of Kiva highlights the passion that marks the life of a social entrepreneur.
Thousands of Africans attempt to reach European soil by scaling fences surrounding Spanish cities.
Supplements to the article “Can We Measure Media Impact? Reading Between the Lines.”
Partnerships are often difficult to navigate—but they are essential elements of effective philanthropy.
The Orfalea Fund’s culture of collaboration stemmed from the Orfalea family’s business experience prioritizing human relationships.
When funders and grantees are aligned on mission and trust one another, lasting change stands a chance.
Collaborative efforts can lead to outcomes that might otherwise be unattainable—but they are inherently difficult to manage. Expect the rough spots, and prepare for them.
The traits it takes to be a good partner are the same ones young children should develop as they grow.
Reacting in the wake of a disaster isn’t wrong, but think of the difference a proactive funding strategy could make.
When those responsible for keeping people safe work together, the positive impact is more than the sum of its parts. Philanthropy can help it happen.
“Work with the willing” is an important lesson that I learned the hard way.
A program begun in the 1940s is still going—and still improving.
Planning to close our doors in December—thoughtfully, and with consideration for our partners and coworkers—has meant breaking new ground.
The “servant’s heart” knows how roles must evolve in strong partnerships.
