Stanford Social Innovation Review
MAY 29, 2025
However, individual programs vary significantly across four dimensions: Size: The average cohort has 35 fellows, but sizes range from six to 10 in the smallest NBFPs to 80+ in the largest (at University of Chicagos Booth School of Business). and only participating in NBFPs if the nonprofit is in a position to give fellows meaningful work.
Stanford Social Innovation Review
APRIL 24, 2025
The university community has an impressive track record of long-term data hosting for science, but there is currently no comparable infrastructure for nonprofit organizations. Using a responsible data governance framework, such as the Better Deal for Data , would be well advised.
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NonProfit Quarterly
FEBRUARY 11, 2025
We have so many arbitrary rules that limit our imagination of whats possible when it comes to nonprofit governance. This framing inherently challenges the top-down board knows best assumption that weve inherited from the past.
NonProfit Quarterly
FEBRUARY 11, 2025
A more liberatory future is possible, one in which nonprofit leaders and boards work together more equitably, effectively, and impactfully by reimagining the role of boards in the broader nonprofit governance ecosystem. To get there, however, requires an understanding of how boards came to be.
NonProfit Quarterly
APRIL 17, 2025
What do Johnson & Wales University, Head Start, WaterFire, Amos House, and organizations that provide thousands of Providence residents with food, shelter, workforce training, education, and other services have in common? Theyre all nonprofits. Image Credit: Photo from CLPVDs website.
The Chronicle of Philanthropy
JANUARY 27, 2025
The president's recent executive order targets for-profit and nonprofit government contractors, universities with large endowments, and foundations with assets north of $500 million.
Stanford Social Innovation Review
FEBRUARY 8, 2023
To date, 1,932 university student volunteers have taught 6,604 teenagers at 398 regional learning centers across the country, equivalent to 1,566,382 hours of cumulative learning time. Successfully experimenting with and evolving its governance structure over the last decade has been central to Jump’s success. Moreover, 69.1
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