Judith Rodin is president of the Rockefeller Foundation. Before joining the foundation, she was president of the University of Pennsylvania, and preceding that, provost of Yale University. Rodin is on the board of Citigroup, Comcast, and AMR.

Nancy MacPherson is managing director, evaluation, at the Rockefeller Foundation. Before joining the foundation she spent 25 years in development evaluation for international nonprofit organizations in Asia and Africa and for the United Nations.

Originally published in Stanford Social Innovation Review Summer 2012

How the Rockefeller Foundation is approaching evaluation with developing country partners.

Copyright © 2013, Stanford Social Innovation Review

See the list below for other SSIR articles on the GG381 STRATEGIC PHILANTHROPY syllabus:

Paul N. Bloom and Gregory Dees, “Cultivate Your Ecosystem,” Stanford Social Innovation Review, Winter 2008, 5 pp.

Paul Brest, “The Power of Theories of Change,” Stanford Social Innovation Review, Spring 2010, 4 pp.

James E. Canales and Kevin Rafter, “Assessing One’s Own Performance,” Stanford Social Innovation Review, Summer 2012, 4 pp.

Kevin Starr, “The 8-word Mission Statement,” Stanford Social Innovation Review, Blog, September 18, 2012, 4 pp.

Paul Brest, “A Decade of Outcome-Oriented Philanthropy,” Stanford Social Innovation Review, Spring 2012, 6 pp.

Emmett D. Carson, “Redefining Community Foundations,” Stanford Social Innovation Review, Winter 2013, 2 pp.

Matt Bannick and Eric Hallstein, “Learning from Silicon Valley,” Stanford Social Innovation Review, Summer 2012, 4 pp.

Kevin Starr, “The Trouble with Impact Investing – Part 1,” Stanford Social Innovation Review Blog, posted Jan. 24, 2012, 3 pp.

Paul Brest and Kelly Born, “When Can Impact Investing Create Real Impact?” Stanford Social Innovation Review, Fall 2013, 9 pp. (includes all guest responses)

Ronald A. Heifetz, John V. Kania and Mark R. Kramer, “Leading Boldly,” Stanford Social Innovation Review, Winter 2004, 9 pp.

Bill Meehan and Kim Jonker, “The Rise of Social Capital Market Intermediaries,” Stanford Social Innovation Review, Stanford: Stanford Center on Philanthropy and Civil Society (PACS), Winter 2012, 10 pp.

Judith Rodin and Nancy MacPherson, “Shared Outcomes,” Stanford Social Innovation Review, Summer 2012, 4 pp.

Ivan Barkhorn, Nathan Huttner and Jason Blau, “Assessing Advocacy,” Stanford Social Innovation Review, Spring 2013, 6 pp.

Jane Wales, “The Globalization of Giving.” Stanford Social Innovation Review, Spring 2013, 2 pp.

Laura Arrillaga-Andreessen, “Giving 2.0: Getting Together to Give,” Stanford Social Innovation Review, Winter 2012, 10 pp.

Mark Kramer and John Kania, “Collective Impact,” Stanford Social Innovation Review, Winter 2011, 5 pp.

Mark Kramer, “Catalytic Philanthropy,” Stanford Social Innovation Review, Fall 2009, 5 pp.

Christian Seelos and Johanna Mair, “Innovation is Not the Holy Grail,” Stanford Social Innovation Review, Fall 2012, 6 pp.

Originally published in Stanford Social Innovation Review Jan. 24, 2012

There’s only one bottom line. It ought to be impact.

Copyright © 2013, Stanford Social Innovation Review

See the list below for other SSIR articles on the GG381 STRATEGIC PHILANTHROPY syllabus:

Paul N. Bloom and Gregory Dees, “Cultivate Your Ecosystem,” Stanford Social Innovation Review, Winter 2008, 5 pp.

Paul Brest, “The Power of Theories of Change,” Stanford Social Innovation Review, Spring 2010, 4 pp.

James E. Canales and Kevin Rafter, “Assessing One’s Own Performance,” Stanford Social Innovation Review, Summer 2012, 4 pp.

Kevin Starr, “The 8-word Mission Statement,” Stanford Social Innovation Review, Blog, September 18, 2012, 4 pp.

Paul Brest, “A Decade of Outcome-Oriented Philanthropy,” Stanford Social Innovation Review, Spring 2012, 6 pp.

Emmett D. Carson, “Redefining Community Foundations,” Stanford Social Innovation Review, Winter 2013, 2 pp.

Matt Bannick and Eric Hallstein, “Learning from Silicon Valley,” Stanford Social Innovation Review, Summer 2012, 4 pp.

Kevin Starr, “The Trouble with Impact Investing – Part 1,” Stanford Social Innovation Review Blog, posted Jan. 24, 2012, 3 pp.

Paul Brest and Kelly Born, “When Can Impact Investing Create Real Impact?” Stanford Social Innovation Review, Fall 2013, 9 pp. (includes all guest responses)

Ronald A. Heifetz, John V. Kania and Mark R. Kramer, “Leading Boldly,” Stanford Social Innovation Review, Winter 2004, 9 pp.

Bill Meehan and Kim Jonker, “The Rise of Social Capital Market Intermediaries,” Stanford Social Innovation Review, Stanford: Stanford Center on Philanthropy and Civil Society (PACS), Winter 2012, 10 pp.

Judith Rodin and Nancy MacPherson, “Shared Outcomes,” Stanford Social Innovation Review, Summer 2012, 4 pp.

Ivan Barkhorn, Nathan Huttner and Jason Blau, “Assessing Advocacy,” Stanford Social Innovation Review, Spring 2013, 6 pp.

Jane Wales, “The Globalization of Giving.” Stanford Social Innovation Review, Spring 2013, 2 pp.

Laura Arrillaga-Andreessen, “Giving 2.0: Getting Together to Give,” Stanford Social Innovation Review, Winter 2012, 10 pp.

Mark Kramer and John Kania, “Collective Impact,” Stanford Social Innovation Review, Winter 2011, 5 pp.

Mark Kramer, “Catalytic Philanthropy,” Stanford Social Innovation Review, Fall 2009, 5 pp.

Christian Seelos and Johanna Mair, “Innovation is Not the Holy Grail,” Stanford Social Innovation Review, Fall 2012, 6 pp.

Laura Arrillaga-Andreessen is a lecturer in philanthropy at the Stanford Graduate School of Business and founder and advisory board chairman of Stanford University’s Center on Philanthropy and Civil Society (PACS). She is the founder and chairman emerita of Silicon Valley Social Venture Fund (SV2), president of the Marc and Laura Andreessen Foundation, and a director of the Arrillaga and Sand Hill foundations. She is the author of Giving 2.0: Transform Your Giving and Our World (Jossey-Bass).

We are living in the midst of a philanthropic revolution; one equal in influence only to the birth of modern philanthropy 100 years ago. The great philanthropic icons – Rockefeller, Carnegie, Sage, Rosenwald, Goff and Ford – paved the way for world-altering social change and inspired the United States’ past and present characterization as the world’s “most charitable nation.” The early 20th century saw the inception of the private foundation and community foundation, the idea of personal philanthropy and the infrastructure of the nonprofit sector. The last ten years have seen individual and institutional philanthropists embarking on a sector transformation tantamount in significance. In recent decades, philanthropy has become an industry in itself – amounting to more than $316 billion in the year 2012 alone. Philanthropy currently is experiencing an unprecedented amount of momentum, professionalization and innovation, and never have social needs–local and global alike–been more complex and pressing.

• • •

Strategic Philanthropy (GG381) is one of the first academic courses to present philanthropy from a strategic field-based perspective. Effectively participating in the social sector mandates a firm grounding in the ever-evolving principles, practices and models unique to philanthropic stewardship, strategy and grantmaking. This course will provide an overview of the key operational and strategic distinctions between traditional philanthropic entities, such as community foundations, private foundations and corporate foundations, as well as contemporary models, including funding intermediaries and venture philanthropy partnerships. Students will examine the translation of philanthropic vision and capital into social innovation and action by applying strategic decision-making models as frameworks. Students will analyze foundation mission, operating principles and infrastructure, while learning about financial management, grantmaking, evaluation and knowledge management. Additional topics include individual giving, donor intent, policy change, global social investing, venture philanthropy and corporate philanthropy. Coursework will include readings and case discussions, as well as role-plays, small-group brainstorms and in-class debates. The primary individual project will entail creating a business plan for a $10 million foundation. Every business plan will also include an organizational assessment of a realservice-providing nonprofit. Finally, each student will create a short Philanthropic Passion video presentation.

Every individual has the opportunity to be philanthropic. If you have the opportunity to give financial, human and/or intellectual capital, you have a responsibility to align your resources and passions with public needs and welfare. This seminar is appropriate for any student driven to effect positive social change from either the for-profit or nonprofit sector. This class will challenge each student to enhance and actualize their critical, creative and strategic thinking, vision and potential philanthropically.

Stanford Social Innovation Review is an award-winning magazine and website that covers cross-sector solutions to global problems. SSIR is written for and by social change leaders in the nonprofit, business, and government sectors who view collaboration as key to solving environmental, social, and economic justice issues. Published at the Stanford Center on Philanthropy and Civil Society at Stanford University, SSIR bridges academic theory and practice with ideas about achieving social change. SSIR covers a wide range of subjects, from microfinance and green businesses to social networks and human rights. Its aim is both to inform and to inspire.

Originally published in Stanford Social Innovation Review Winter 2012

Giving circles are powerful ways to transform the world while also transforming participants’ giving.

Copyright © 2013, Stanford Social Innovation Review

See the list below for other SSIR articles on the GG381 STRATEGIC PHILANTHROPY syllabus:

Paul N. Bloom and Gregory Dees, “Cultivate Your Ecosystem,” Stanford Social Innovation Review, Winter 2008, 5 pp.

Paul Brest, “The Power of Theories of Change,” Stanford Social Innovation Review, Spring 2010, 4 pp.

James E. Canales and Kevin Rafter, “Assessing One’s Own Performance,” Stanford Social Innovation Review, Summer 2012, 4 pp.

Kevin Starr, “The 8-word Mission Statement,” Stanford Social Innovation Review, Blog, September 18, 2012, 4 pp.

Paul Brest, “A Decade of Outcome-Oriented Philanthropy,” Stanford Social Innovation Review, Spring 2012, 6 pp.

Emmett D. Carson, “Redefining Community Foundations,” Stanford Social Innovation Review, Winter 2013, 2 pp.

Matt Bannick and Eric Hallstein, “Learning from Silicon Valley,” Stanford Social Innovation Review, Summer 2012, 4 pp.

Kevin Starr, “The Trouble with Impact Investing – Part 1,” Stanford Social Innovation Review Blog, posted Jan. 24, 2012, 3 pp.

Paul Brest and Kelly Born, “When Can Impact Investing Create Real Impact?” Stanford Social Innovation Review, Fall 2013, 9 pp. (includes all guest responses)

Ronald A. Heifetz, John V. Kania and Mark R. Kramer, “Leading Boldly,” Stanford Social Innovation Review, Winter 2004, 9 pp.

Bill Meehan and Kim Jonker, “The Rise of Social Capital Market Intermediaries,” Stanford Social Innovation Review, Stanford: Stanford Center on Philanthropy and Civil Society (PACS), Winter 2012, 10 pp.

Judith Rodin and Nancy MacPherson, “Shared Outcomes,” Stanford Social Innovation Review, Summer 2012, 4 pp.

Ivan Barkhorn, Nathan Huttner and Jason Blau, “Assessing Advocacy,” Stanford Social Innovation Review, Spring 2013, 6 pp.

Jane Wales, “The Globalization of Giving.” Stanford Social Innovation Review, Spring 2013, 2 pp.

Laura Arrillaga-Andreessen, “Giving 2.0: Getting Together to Give,” Stanford Social Innovation Review, Winter 2012, 10 pp.

Mark Kramer and John Kania, “Collective Impact,” Stanford Social Innovation Review, Winter 2011, 5 pp.

Mark Kramer, “Catalytic Philanthropy,” Stanford Social Innovation Review, Fall 2009, 5 pp.

Christian Seelos and Johanna Mair, “Innovation is Not the Holy Grail,” Stanford Social Innovation Review, Fall 2012, 6 pp.