Business Commons^™

Foundations As Network Strategists, Weavers, And Managers: Learning From One Foundation’S Journey And Results, Clare Nolan, Brian Souza, Michael Monopoli, Marianne Hughes

The Foundation Review

This article shares insights from a five-year evaluation of the Oral Health 2020 network, an effort by the DentaQuest Foundation to align and strengthen efforts in service of a national movement to improve oral health. The evaluation helped to place the foundation’s journey in the context of a broader field seeking new approaches to achieve deep and sustainable social change.

The foundation’s approach was informed by several ideas that have gained momentum in the social sector, including collective impact, networks, systems change, and equity – all of which challenged the foundation to take a nontraditional approach that combined the roles …

A Neighborhood-Based Family Center Redesign Process: Taking A Systems Perspective, Patricia Bowie, Richard Sussman

The Foundation Review

This article describes how the Hartford Foundation for Public Giving, with a subset of its grantees and their program recipients, teamed with the UCLA Center for Healthier Children, Families & Communities to redesign its evaluation process.

The foundation’s shift from traditional program evaluation to a more participatory, learning-focused approach resulted in new tools to assess variables that had been previously unexamined but were critical to program success.

This article examines the redesign process and those new tools – the data from which are being used to improve employee engagement and front-line practice as part of a cross-agency learning network – …

Managing Learning In The Workplace: A Study Of The Perceptions And Practice Of Local Government Managers, Jenna Rogers

Theses: Doctorates and Masters

In 1995 the Australian Government commissioned the report Enterprising Nation ‘: renewing Australia’s managers to meet the challenges of the Asia-Pacific century (Karpin, 1995), which emphasised the change that was necessary in Australian business to remain competitive in the global and growing economy. The development of flexible organisational cultures, where managers increasingly displayed leadership and developed their staff to generate innovative cultures, was a central premise of the Karpin Report Task Force’s vision. Twenty years later, this study explored the extent to which managers have moved from being ‘cops to coaches’ and integrated the facilitation of employee learning within …