Collaboration has long been an aspiration in our sector. You can trace its early beginnings to donors pooling their resources through vehicles like Community Foundations to locally-focused efforts to the emergence (and rise) of gigantic aggregated funds that can wield tens of millions, and sometimes billions, of dollars in pursuit of solutions to complex social and environmental problems.
While there have been hundreds of articles on strategies, models, and approaches to collaboration there has been little inquiry about whether we should pursue this as a strategy. And if we do decide to pursue this as a direction for creating change, what differentiates success from failure?
That’s the question that the William and Flora Hewlett Foundation along with 4 other funders asked Bridgespan tackle through a rigorous study—first a compilation of existing literature and insights, and second, of both successful collaboratives as well as those that faltered or failed.
Join us as we get insights, lessons, and strategies from the research commissioned and conducted by our presenters Fay Twersky (Hewlett Foundation) and Alison Powell (The Bridgespan Group) and hear about local efforts from other leaders in the field.
- How funder collaboratives can add value
- The elements and characteristics of successful collaboration—including questions to ask along the way to help get and stay on track
- The features most associated with failed collaborations
- Opportunities for local collaborative engagement
Fay Twersky, Vice President, William and Flora Hewlett Foundation
Fay leads special initiatives outside of the foundation’s traditional programs. She also leads the foundation’s Effective Philanthropy Group. The team, which she shaped and launched in 2012, guides strategy, evaluation and organization learning within the Hewlett Foundation, and makes grants in support of organizational effectiveness and a strong philanthropic sector.
Fay served for four years as director and member of the leadership team of the Bill and Melinda Gates Foundation, designing and developing the impact planning & improvement division. Fay spent a year working in Jerusalem, advising The Rothschild Family Foundation on strategy and organization.
Fay’s recent publications include a Stanford Social Innovation Review (SSIR) article, “Time for a Three-Legged Measurement Stool,” about balancing monitoring and evaluation with feedback from ultimate beneficiaries; and “The Artful Juggler,” on what it takes to be a successful foundation CEO. She serves on the boards of The Center for Effective Philanthropy and the UBS Optimus Foundation. She is also the founding co-chair for the Fund for Shared Insight. Fay holds a master’s degree in City Planning from the Massachusetts Institute of Technology.
Alison Powell, Senior Director, Philanthropy, The Bridgespan Group
During the last seven years, Alison has led a number of projects with influential philanthropies, supporting their strategies and strategic implementation. Prior to focusing on philanthropy, she spent four years in Bridgespan’s strategy consulting practice working with direct-service clients.
Alison started her career at The Parthenon Group, a management consultancy where she worked on a host of strategic engagements.
Alison graduated cum laude with an AB degree in Politics from Princeton University and received her MBA from Berkeley’s Haas School of Business. Alison writes and speaks on philanthropic issues, including co-authoring Four Pathways for Greater Giving, Making Big Bets for Social Change, What Ambitious Philanthropists Can Learn From The Atlantic Philanthropies’ Experience Making Big Bets, Philanthropy in the New Age of Government Austerity, Reimagining Institutional Philanthropy, and How Philanthropic Collaborations Succeed, and Why They Fail.
This event is open to NCG members and non-member funders.