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Center for Economic and Policy Research;
This paper presents results from statistical analysis of election returns and tally sheets from Bolivia's October 20 elections. This analysis finds no evidence that irregularities or fraud affected the official result that gave President Evo Morales a first-round victory. The paper presents a step-by-step breakdown of what happened with Bolivia's vote counts (both the unofficial quick count, and the slower official count), seeking to dispel confusion over the process. The report includes the results of 500 simulations that show that Morales's first-round victory was not just possible, but probable, based on the results of the initial 83.85 percent of votes in the quick count.
Center for Disaster Philanthropy;
Each year, the Center for Disaster Philanthropy and Candid (formerly Foundation Center and GuideStar) analyze global disaster-related funding from foundations, bilateral and multilateral donors, the U.S. federal government, corporations, and donations through through donor-advised funds and online platforms. We analyze this funding according to a taxonomy that classifies giving by type of disaster and disaster assistance strategy.
Philanthropic funding for disasters and humanitarian crises is situated within a large ecosystem of global aid. While assistance from governments far surpasses funding from foundations, institutional philanthropy still plays an important role. For example, foundations can choose to fill funding gaps and support underfunded areas of the disaster life cycle. Support for disaster risk reduction and preparedness can mitigate the impact of disasters, and many communities need sustained funding for the long road to recovery. We hope this analysis will aid donors in considering how to maximize the impact of their disaster-related giving.
Rockefeller Archive Center;
In the context of the "Decade of Development," and as part of the non-military strategies of containment of communism, different public and private US. institutions turned their attention to projects of technical assistance in Asia, Africa, and Latin America that sought to modernize the legal systems of the countries of the Third World. In the Inter-American context, several initiatives were promoted under the label "Law and Development" (LD). Financed mostly by the Ford Foundation and USAID, they were conceived and implemented in the 1960s and the 1970s by those institutions, in cooperation with US law schools (Harvard, Stanford, Wisconsin, and Yale, among others) and local universities in Brazil, Chile, Colombia, Costa Rica, and Peru. The common purpose of these programs was the transformation of the national legal systems following the US model. The effort centered on removing obstacles to development attributed to obsolete legal structures and a conception of the role of the law and lawyers incompatible with the challenges of modernization.
Center on Philanthropy and Civil Society at the Graduate Center of the City University of New York;
After 1990, US and European foundations and government agencies invested in a series of Partnerships and Trusts to support civil society in Central and Eastern Europe, the Baltics, the Balkans and the Black Sea regions. Analyzing the long-term impact of these investments is crucial, especially as many politicians across these regions increase their anti-civil society rhetoric. Three long-time US foundation staff look back at the legacy and impact of this funding and derive a series of lessons for practitioners seeking to understand how best to sustain civil societies for the long term.
American Jewish World Service;
AJWS' board pulled off a successful transition involving a long-serving executive, Ruth Messinger, and her faithful deputy, Robert Bank. It was a high stakes, high emotion realignment requiring each stakeholder to take deliberate, courageous steps to help move the process along.
How do you fill the shoes of a beloved executive director whose shoes seem too big to fill? In 2017, TUFTS Hillel faced this challenge with its 1st CEO transition in a generation. As the process evolved, one thing became clear to the board: its new CEO needed the same gravitas and stature.