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“No child should be learning on an empty stomach.” Impactful words from the New York Times and another voice adding to the effort to expand breakfast as part of the school day in NYC. The fact is that children can ‘t learn when they’ re hungry. And while school breakfast is free to all, only a fraction of New York City kids are actually getting the healthy breakfast they need, missing out on millions of dollars in federal aid. Urging Mayor Bill
by Sharon Carothers
“Smoking is the leading preventable cause of death in the United States. ”
Compelling? Urgent? Makes you think, ” Sign me up to help,” right?
Well, not necessarily. As with any transformational change, it depends on where you sit in the world – your job, priorities, and cultural norms. For more than a decade, my work in the field of tobacco control was focused on helping to build a world where young people
by Amy Farley
“Who should be at the table?” is both a question that all strong collaborative efforts should continually ask and a question that often stymies forward momentum. This is the second blog in a set of two posts exploring pernicious misconceptions about stakeholder engagement we have seen among collaborative efforts. In the prior post, we explored the validity of the belief some groups have that “our decisions
At Community Wealth Partners we dream of a world in which all people thrive. To realize this dream, we help change agents solve social problems at the magnitude they exist.
For 20 years we’ve helped diverse, inspiring change agents make lasting progress in their organizations and communities. Working side by side we reimagine what’s possible and promote new ways of thinking. Through this spirit of intense partnership, we help change agents accelerate the pace of change and carry their dream forward.
As a Share Our Strength organization, we bring the successful practices of one of the nation’s leading anti-hunger, anti-poverty organizations to hundreds of change agents nationwide.
Latest from Our Blog
This is a moment that will define us as a nonprofit sector. It calls on us to look deeply at our humanity, examine our own actions and biases, and recognize, as the Heinz Endowments’ Grant Oliphant wrote, that “this, too, is America.” This hatred is part of the U.S. as well as the love we hold so deeply.
What happened in Charlottesville is not new and, for many, not
At Community Wealth Partners we’ve drawn on lessons from the anti-malaria movement, the designated driver campaign, the reduction in crime in New York city in the ‘90s, the anti-tobacco movement, the revitalization of Harlem and the anti-hunger movement, and our ongoing partnerships with clients nationwide. We decode what works and bring you our insights—insights that anyone who dreams of solving a social problem can apply.
In an era of movement-building and collective impact models, many nonprofits continue to rely on networks of chapters, affiliates or partners to achieve transformational results at scale. Today’s network leaders face a complex set of challenges when developing and implementing new strategies. Following our webinar on this topic, we put together a Field Guide with tips and stories on navigating four pitfalls of implementing network-wide strategy. This field guide serves to help leaders sharpen their approach to implementing strategy across a network.
Our published article in The Foundation Review argues that a foundation’s internal culture is critical to achieving large-scale social change, but that efforts to build a change-making culture are too often left out of strategy conversations. While there is no one culture that suits every foundation, a particular set of characteristics must be present in those that seek large-scale social change: a focus on outcomes, transparency, authenticity, collaboration, equity and inclusion, continuous learning, and openness to risk.
Our Stanford Social Innovation Review blog series, “The Value of Intentional Influence,” lays out an approach for intentional influence by framing five questions leaders should address. These questions help leaders determine who can play a role in solving the problem, what actions they want individuals to take, what barriers (either motivation or ability) need to be overcome, and how they might move people to action.
When Good is Not Good Enough
In this article, published in the Fall 2013 issue of the Stanford Social Innovation Review and co-authored with leaders from KaBOOM! and Share Our Strength, we argue that the social sector must shift its attention from modest goals that provide short-term relief to bold goals that, while harder to achieve, aim to tackle social problems at the magnitude they exist. The article describes the obligation and opportunity KaBOOM! and Share Our Strength found in reflecting on their results and confronting the tough question, “What does success look like?”
Where to Start: Setting a Bold Goal
Why do some social change efforts achieve transformational results while others only make incremental progress? We have found that change agents push beyond compelling but often ambiguous visions and mission statements and instead define success with bold, long-term goals. Such goals lead to decisions that propel change agents on a clearer and more powerful trajectory, ultimately leading to greater impact, faster. This field guide offers a set of frameworks, examples and questions for change agents starting down the path of setting a bold goal.
Social Transformation Lifecycle
This tool helps you ask the powerful questions necessary for gauging and advancing your progress toward transformational change. It draws from our client work and in-depth research on efforts that have tackled social problems at the magnitude they exist. Although this work is complex and messy, we’ve found that transformational efforts often progress through a common set of stages. Across each stage, there are critical questions with which change agents must wrestle, and ultimately answer to make progress. We would encourage you to locate your efforts within this lifecycle and consider which questions to begin answering.