global giving matters sept.- oct. 2004 issue 19

8/9/2019 Global Giving Matters Sept.- Oct. 2004 Issue 19

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MATTERS

Issue 19

SeptemberOctober 2004

2 Feature: PricewaterhouseCoopers Project Ulysses Linkingglobal leadership training to community development

5 Feature: Helio Mattar A catalyst for corporate socialresponsibility in Brazil

7 Global Giving Round-Up

Microfinance plus: Unitus partnership to aid urban poor in Kenya

CSR gains a platform in the Asia Pacific region

Philanthropists $10 million gift to provide safe haven for persecuted scholars

Focus on fundraising in India

Heifer Project International tapped for 2004 Hilton Prize

Gleitsman Foundation in search of international social activists

Partnership to test anti-HIV therapies for use in developing countries

Taking blended value investing to the next step

12 Resources & Links

Global leaders to examine new approaches to global problems at University for Night

International conference to explore private sector solutions to poverty

Womens funds in the spotlight in September issue of Alliance

Forbes names top donors on its list of 400 wealthiest

October is International Philanthropy Month at Foundation Center

14 Your Ideas Wanted

In This IssueWith this issue, Global Giving Matters

is broadening its focus to highlight

not only best practices in individual

philanthropy and social investment,

but also innovative efforts in corpo-

rate social responsibility (CSR)

around the world. Our first feature

story examines an innovative training

program of global accounting giant

PricewaterhouseCoopers that explic-

itly links leadership development to

community development. In our

second feature, we talk with Helio

Mattar, a pioneer in the field of cor-

porate social responsibility in Brazil,

about the growing CSR movement in

that country.

James M. Brasher III, Director,

Global Philanthropists Circle

2004 Synergos/World Economic Forum

www.globalgivingmatters.org [email protected]

Synergos

Global Giving Matters presents best practices and innovations in philanthropy and social investment around t

world. It is an initiative of The Synergos Institutes Global Philanthropists Circle and the World Economic Foru

under the direction of Adele Simmons, Senior Advisor to the Forum, and James M. Brasher III, Director, Glob

Philanthropists Circle. Lynn Peebles is the lead writer. Rockefeller Philanthropy Advisors provides support for

distribution. If you would like to subscribe to this newsletter, to unsubscribe, or to designate someone else in

organization to receive it in your stead, contact us at [email protected].


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Global Giving MATTERS


Following the merger that created the global services giant PricewaterhouseCoopers(PwC) in 1998, the company began a quest for a new model of leadership training that

would build a worldwide network of executives able to capitalize on the diversity and

transnational nature of the firm's operations.

It was clear that it was not going to be a standard business model with a standard

leader. We needed to take people outside of that box, recalls Ralf Schneider, a PwC

partner based in Frankfurt who is head of the firms global talent development efforts.

What emerged was Project Ulysses, a

challenging voyage of discovery for

promising partners in PwC that explic-itly links leadership development to

community development and channels

the resulting learning back to help the

company meet its strategic goals.

Under the program, launched in 2001,

the company sends small teams of PwC

partners into developing countries to

apply their business expertise to com-

plex social and economic challenges.

The cross-cultural PwC teams work on

a pro bono basis in field assignments

for eight weeks with NGOs, commu-

nity-based organizations and intergov-

ernmental agencies in communities struggling with the effects of poverty, conflict and

environmental degradation.

Two-way learning in communities in need worldwide

In 2004, for example, 18 young partners from 17 different PwC territory firms around

the globe will be deployed in projects as diverse as landmine mitigation in Eritrea,

reintegration of ex-combatants in East Timor, small enterprise development in

Ecuador and strengthening community responses to HIV/AIDS in Uganda, a project

in partnership with the Alliance of Mayors and Municipal Leaders on HIV/AIDS in

Africa. This partnership, which began with a Ulysses project in Swaziland in 2001, has

been so successful that it has been replicated in Namibia and now Uganda.

Learning in Project Ulysses is designed to take place at multiple levels: at the indi-

vidual, team, and organizational level, according to Schneider. Knowledge gained is

2

PricewaterhouseCoopers Project Ulysses Linkingglobal leadership training to community developmen

Goals of Project Ulysses

Identify and develop future leaders of PwC to take

on senior leadership responsibilities at national and

international levels within 5-10 years

Build a global network of PwC leadership talent

Increase PwC's capacity to capitalize on its diver-

sity and transnational nature of operation

Prepare leaders to guide the firm in a global world

of ambiguity and tension between diverse interests

and stakeholder groups

Encourage the business sector to move towards amore responsible and sustainable business model


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transferred back to the organization and its clients once returning team members

resume their jobs, and in their formal debriefing sessions with PwC's global leadership.

These sessions provide a feedback loop that permits PwC to continuously refine the

Ulysses model to better meet the requirements of leadership in a dynamic global

organization.

Schneider acknowledged, for example, that when Ulysses was launched, participantswere heavily weighted toward partners from the US and Europe. To address that

imbalance, PwC now tries to ensure the geographic and cultural diversity of each

team-a task made easier by the global pool it draws from: nearly 8,000 partners in

member firms in 768 cities in 139 countries. Candidates for participation in Project

Ulysses are nominated by the head of each of the company's territorial offices around

the globe based on the partner's leadership potential.

Last year, 14 PwC partners worldwide were selected to take part in four teams assigned

to projects in Belize, Zambia, Namibia and Moldova. Participation, which typically

involves a commitment of up to three months, including training, fieldwork and

debriefing, is a serious responsibility, on the part of both the employee and the com-pany.

Applying global business expertise in Southern Belize

For Brian McCann, a PwC client service partner from Boston who specializes in

mergers and acquisitions, the rewards-both personal and professional-of taking part in

Project Ulysses were profound. McCann found himself the only US member of the

2003 Belize team, which included PwC colleagues from Malaysia, Sweden and

Germany.

The mission of the team was to work with theYaaxche Conservation Trust

(YCT), anNGO based in southern Belize, the local government, and the private sector in evalu-

ating the growth and income-generating potential of the eco-tourism market in the

region. Priorities for the team included building capacity in YCT, to better serve the

needs of the local indigenous Mayan residents. Economic conditions in southern Belize

are bleak, with 50% of the population unemployed and 75% earning less than $200 a

month.

On a personal level, McCann had to contend with unfamiliar and challenging living

conditions including an abundance of insects, barking dogs, getting around by bicycle,

and no air conditioning to temper the intense heat of his adopted home, Punta Gorda

(population 4,000), the largest town in the southern part of the country.

Despite challenging circumstances, and with only eight weeks to make an impact,

McCann says he and his colleagues persevered and, as a team, delivered an out-

standing work product for our client." They located an international microgrant pro-

gram seeking a local partner in Belize, and wrote a proposal for YCT that would pro-

vide microfunding for 100 new and existing small businesses in the region over the

next two years.

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The Ulysses team also initiated a business training workshop for members of a Mayan

women's craft center, developed a business plan for YCT and its woodworking training

center, set up computerized accounting systems for the Trust, and evaluated revenue

generating opportunities for the Belize Forestry Department, according to McCann.

A Romanian partner gains insights from Zambia

Meanwhile, on the other side of the world, in rural northern Zambia, the main assign-

ment for another PwC team in 2003 was to help a struggling agricultural youth

training facility run by the Catholic Church in Kasama to build capacity to generate

income and maintain stakeholder support.

Along with his teammates from Thailand, Australia and UK, Dinu Bumbacea, a PwC

partner from Romania, worked with the Elias Mutale Youth Training Centre in Kasama,

its funding partner, the United Nations Development Programme, and project manager,

Africare. The team also spent two weeks in the Copperbelt area of Western Zambia,

assisting the UN Global Compact on a strategy for economic diversification of the

region. Bumbacea said the experience gave him new insights into operating in a multi-cultural environment and team and dealing with the public sector.

So far, in my entire career with PwC, I

have worked extensively in the private

sector. Well, working with the public sector

is different. Their drivers and perceptions

are different. The lesson I've learned, even

though I thought I was aware of that before

my Zambia experience, is that knowing what

drives your client is key for a consultant,"

said Bumbacea.

At a project debriefing in London last

September, McCann, Bumbacea and other

Ulysses colleagues shared their experiences

in a two-hour session with the PwC Global

Board that McCann described as highly

interactive and well-received by the board."

(See box on lessons learned at left.)

Building on new models of leadership training

Cari Caldwell, a London-based consultant on cultural diversity who also helped design

and implement Project Ulysses for PwC, emphasized the need to really support the

participants throughout the process by helping them to make sense of the experience

personally and professionally.

Such support is built into the program in the debriefing process and during several

weeks of cross-cultural training and coaching before Ulysses team members go into the

field. "Without giving participants new frames of reference, they may risk being devel-

4

Lessons learned from Project Ulysses: one team-members view

For PwC partner Brian McCann, several key learning points emerged from his

Project Ulysses experience in Belize:

Cultural differences should be an enabler, not an inhibitor. The cultural differ-

ences of our team added to the quality, innovation and acceptance of our work.

This learning point needs to continue to be a part of the PwC culture.

Four partners without a defined leader came together as a team and delivered.

In Belize, our experience was that where there was collaboration, there was

usually success.

Leadership is about building sustained relationships. What made our project

successful was building relationships as a team, with our clients and with the

other stakeholders.


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opment tourists, or experience traditional development attitudes of being there to

show NGOs the way, Caldwell said. Alternatively, Ulysses promotes a co-learning

environment and explicitly works with participants on their personal development

plans of what they want to learn from NGO partners.

5

Helio Mattar A catalyst for corporate socialresponsibility in Brazil

Over the course of his distinguished career, Brazil's Helio Mattar has been a prominent force

for social and economic equity at home and abroad. A former corporate CEO and govern-

ment minister, Mattar now serves as president of two Brazilian NGOs: the Abrinq Foundation

for the Rights of Children (www. fundacaoabr inq .org .b r), and theAkatu Institute for

Conscious Consumption (www.akatu .net). He is also a founder of the Ethos Institute for

Business and Social Responsibility (www.ethos .org .b r).

Mattar is a member of the World Economic Forum's Global Foundation Leaders Advisory

Group, and has been a featured participant in Synergos events such as University for a

Night, the Global Philanthropists Circle annual meeting in 2003 and GPC country visits to

Brazil. In the Schwab Foundations upcoming global summit on the future of social entrepre-

neurship November 4-6 in So Paulo, he will take part in a panel on the impact of government

policies on social innovation and entrepreneurship (www.schwabfound.org /g loba l .h tm).

Mattar recently spoke to Global Giving Matters about the growing corporate social responsi-

bility movement in Brazil, and the key role being played by the Ethos and Akatu Institutes in

moving that agenda forward.

Global Giving Matters: What was the state of corporate social responsibility when you founded

Ethos Institute?

Helio Mattar: Ethos was founded in February 1998 by a group of five businessmen with

the leadership ofOded Grajew, now President of Ethos and a founder of the World

Social Forum. Corporate social responsibility was not known as such at that time.

The most responsible companies were investing their private resources to support

work in the social arena, either through their own efforts, or through some NGO, and

already had a perception that, in order to have any socially transforming impact, it was

necessary to invest with a long-term vision. Others, were investing on a case-by-case

basis, with no long-term vision. There was no unifying vision of their relationship to

stakeholders and the question of a code of conduct, and values and principles were still

very rare at that point in time.

GGM:Has the movement caught on since then? What are some of the highlights in this

regard?


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Mattar: The movement has certainly caught on since then. When Ethos started, we

had only 11 companies associated. Nowadays, Ethos is an association of about 850

companies, with sales that correspond to the value of 35% of the Brazilian National

Product.

In my view, it was essential for the movement to catch the interest of the media to give

positive visibility to the early leaders of CSR. The most important business magazinein Brazil, for instance, started a special issue on good corporate citizenship and gave

visibility to the best companies. Ethos also developed a mechanism called Indicators of

Social Responsibility (available on the Ethos website www.ethos.org.br), that could

be used to evaluate the performance of companies in this regard.

GGM: What are the greatest challenges to effective CSR in Brazil right now?

Mattar: In my view, the greatest challenge is to involve consumers and investors in the

process of valuing companies, taking social responsibility into consideration. In Brazil,

both groups are already very sensitive to the role of companies not only as productive

agents, but also as important social agents.

For instance, when asked about the role of large companies, 44% of Brazilian con-

sumers say that in addition to producing goods and services, generating employment,

and paying taxes, companies should be guided by higher ethical standards, going

beyond what is demanded by law, and actively contributing to the development of

society.

This suggests that consumers already have a perception that the enormous power of

companies carries enormous responsibility. And, according to research of the Akatu

Institute, consumers are willing to punish or to reward companies based on their social

responsibility activities.

In order to deepen consumers and investors perceptions, Akatu was started within

Ethos three years ago. Akatus mission is to educate and mobilize people to be more

conscious in their consumption to recognize that they have the power to choose

which companies to buy from on the basis of demonstrations of corporate social

responsibility.

More recently, another institution was started by Ethos, called UniEthos, to build

capacity for social responsibility. UniEthos works with managers in the corporate

sector on the concept and practice of CSR. The aim is to develop methods and tech-

nologies that may be transferred to universities and consulting firms in order to help

promote CSR in Brazil.

GGM: Your work with Akatu seems very complementary with the work of Ethos Institute. By

raising consumer consciousness of the value of sustainable goods and services, for example, you

can help keep the pressure on the business community to respond to the demand. Was this delib-

erate on your part in founding Akatu and Ethos?

Mattar: Indeed, it was deliberate that the same group of businessmen who co-founded

Ethos three years ago decided to found Akatu. My perception was that there would be

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a limit in the investment of time, energy and money in CSR on the part of companies,

if the consumers and investors did not consider CSR as important as price, quality, dis-

tribution, innovation and service in their purchase and investment decisions.

Akatu is working on a system that will enable companies to show what they are doing

in the area of corporate social responsibility, using the present state of CSR in Brazil as

a reference point. In this way, the best companies will have an opportunity to demon-strate to consumers that they have a higher than average CSR and be rewarded for

that.

As a follow up to this work, we are doing research to identify what issues in CSR are

most important to consumers and create a scale that would allow companies to be cate-

gorized in four or five different groups according to their performance in CSR. The

aim is to provide a mechanism for consumers to compare companies and to take CSR

into consideration in their acts of consumption and investment.

GGM:Ethos Institute took part in the Global Compact Leaders Summit in New York in June

2004. Can you describe the Institutes involvement in this effort?

Mattar: Ethos became active early on in the Global Compact as part of a strategy to

involve Brazilian companies on a global basis in CSR. There will be no corporate social

responsibility movement if it is not a global movement. Toward this end, Ethos was

able to have more than 200 Brazilian companies committed to the Global Compact in

the first year of its operation. In June, Ethos participated in the New York summit,

reported on developments in Brazil, and helped establish the Global Compact's tenth

commitment in the area of corruption (www.unglobalcompact.org).

7

Global Giving Roundup

Overviews of best

practices around

the world and

links to learn more

about themLinks to websites with

more details are available

at the online edition of

Global Giving Matters at

www.globalgivingmatters.org

Microfinance plus: Unitus partnership to aid urban poor in Kenya

Unitus (www.unitus.com), a nonprofit organization that helps microfinance institutions

(MFIs) grow to scale, has announced a $1.2 million investment in an innovative part-

nership with Jamii Bora, an MFI that serves some of Kenyas poorest populations.

Jamii Bora is one of the most exciting MFIs weve seen on any continent. They offer

microcredit loans, extremely low-cost healthcare insurance, alcoholism rehabilitation,and even housing mortgages for former slum dwellers, said Geoff Davis, Unitus CEO.

Unitus, co-founded byMike Murray, a former Microsoft executive and member of the

Synergos Global Philanthropists Circle, carefully selects the highest potential MFIs in

developing countries and partners with them to accelerate their growth and help them

become self-sustaining banks for the poor. Unitus estimates that Kenyan MFIs cur-

rently reach only about 5 percent of the potential market, leaving four million prospec-


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tive clients without access to financial services. The partnership, which aims to help

Jamii Bora grow from 70,000 to over 500,000 clients, includes a $1 million line of

credit and a $200,000 grant for staff training, and advanced computer systems to sup-

port their planned expansion. Jamii Bora was launched when 50 street beggars pleaded

with Ingrid Munro, an African-based UN housing expert, to help them improve their

lives. Many of those helped by Jamii Bora come from Nairobis Mathare and Soweto

slums; the Kenyan MFI is unusual in that its staff is composed almost exclusively ofprevious borrowers with a firm understanding of clients needs. Unitus has partnered

with MFIs in India and Mexico, helping them double the number of families they

serve. Mike Murray and Unitus were profiled in the February-March 2003 issue of

Global Giving Matters.

CSR gains a platform in the Asia Pacific region

The newly formed Centre for Corporate Social Responsibility (www.centreforcsr.org.sg)

and the Social Venture Network Asia (www.geocities.com/svnasia/) organized the First

Asia Pacific CSR Series in Singapore in July. The conference brought together dele-

gates from Singapore and across the region from business, academia, government andcivil society. The event featured sessions on socially responsible investing, bench-

marking and communicating CSR, diversity in the workplace and cross-sector partner-

ships, and provided a rare opportunity for leaders in CSR in Asia to network. A high-

light of the conference was the launch of the Asia Pacific CSR group, comprised of

nonprofit CSR organizations in Australia, Hong Kong, India, Indonesia, Pakistan,

Philippines, Sri Lanka, Singapore and Thailand. The objective of the group is to share

knowledge and enhance awareness of CSR in the region. One of the outcomes of the

conference was the establishment of the Singapore Country Network for the United

Nations Global Compact, which aims to encourage local companies to sign on to the 10

principles of the compact. The Centre for CSR's membership includes SingTel, SGX,ST Engineering, Deloitte & Touche, British Petroleum, Readers Digest and

Microsoft.

Philanthropists $10 million gift to provide safe haven for persecutedscholars

The Institute of International Education (IIE www.iie.org) has announced a $10 mil-

lion gift from philanthropist and economist Henry Kaufman to support the organiza-

tions scholar rescue fund, which aids persecuted scholars around the world. The fund

provides life- and career-saving assistance to scholars who are persecuted in their home

countries, offering grants for them to continue their work at other institutions. Theprogram, launched in 2002, has awarded grants to more than 50 scholars from 27 dif-

ferent countries. The gift is the largest single donation from an individual in IIEs his-

tory. Kaufman, who attributes his commitment to international education to his experi-

ences growing up in post-World War I Germany, will present the award at IIEs 85 th

anniversary dinner in New York, where he will be honored with the institutes Stephen

P. Duggan Award for International Understanding. Recent world events demonstrate

how urgent it still is today to protect scholars who are the focus of attack and persecu-

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tion, and to defend scholarship and freedom of thought around the globe, Kaufman

said. (Institute of International Education, September 15, 2004)

Focus on fundraising in India

Indian fundraisers moved a step closer to the formation of a nationwide association at a

recent conference in Madurai, Tamil Nadu. The conference, held at the Meenakshi

Hospital and Research Centre (S.R. Trust) in Madurai, was cosponsored by the hospital

and the Centre for the Advancement of Philanthropy in Mumbai, New Delhis

Sampradaan Indian Cenre for Philanthropy, and the South Asian Fund Raising Group of

New Delhi. The two-day conference in July attracted more than 100 fundraisers, who

discussed the current status of philanthropy and fundraising in India. Case studies

included presentations on in-kind donations by the Bangalore Hospice Trust and the

fundraising model of the National Kidney Foundation of Singapore. Other topics

included an assessment of civil society in India, corporate social responsibility and cor-

porate giving in India. Representatives of several of the sponsoring organizations left

the conference with a plan to spur the formation of a nationwide association of

fundraisers to advance understanding of fundraising principles and methods among thesubcontinents practitioners. More details on the conference can be obtained by con-

tacting [email protected], or [email protected].

Heifer Project International tapped for 2004 Hilton Prize

Heifer Project International (www.heifer.org) is the recipient of the $1 million Conrad N.

Hilton Humanitarian Prize, the worlds largest humanitarian award, presented annually

since 1996 to a nonprofit that has made significant contributions to eliminate human

suffering. The award, named for the hotel entrepreneur, will be presented at the

Hilton humanitarian conference in New York October on 28. Heifer Project, based

in Arkansas, provides livestock to needy families worldwide to help them feed and sup-

port themselves. With assets in excess of $2 billion, the Hilton Foundation (www.

hiltonfoundation.org) has distributed more than $400 million for philanthropic projects

through the world. Approximately 50% of its grants fund international projects. Past

winners include Doctors Without Borders and the International Rescue Committee.

(Associated Press, September 24, 2004)

Gleitsman Foundation in search of international social activists

The Gleitsman Foundation (www.gleitsman.org) is seeking nominations for its 2005

International Activist Award, which honors individuals in the international community

who have inspired change and motivated others in the realm of social activism. The

California-based foundation was established by former business executive Alan L.

Gleitsman in 1989. The $100,000 International Activist Award is presented every other

year, alternating with the Citizen Activist Award, presented in the United States. Past

recipients of the International Activist Award include Nelson Mandela, Fazle Abed and

Muhammad Yunus. The deadline for nominations is November 5, 2004.

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Partnership to test anti-HIV therapies for use in developing countries

The pharmaceutical companyGlaxoSmithKline (GSK) plans to work with the nonprofit

International Partnership for Microbicides (IPM) to test several anti-HIV compounds

developed by GSK in topical form for possible use as microbicides. Microbicides are

considered a promising prevention tool in developing countries, where womens

socioeconomic status and dependence on men make them particularly vulnerable to

unsafe sex practices. This is precisely the kind of collaboration needed between the

public and private sectors to develop innovative ways to prevent HIV, said Richard

Klausner, executive director of the Bill & Melinda Gates Foundations Global Health

program. The Gates Foundation is a major contributor to IPM, which has also gar-

nered contributions from the governments of Norway, Denmark, Ireland, the

Netherlands and the United Kingdom, as well as The Rockefeller Foundation, World

Bank and the UN Populatoin Fund. Established in 2001, IPM seeks to deliver a safe

and effective microbicide for women in developing countries as soon as possible.

(International Partnership for Microbicides/GlaxoSmithKline, September 24, 2004)

Taking blended value investing to the next step

The challenges and rewards of blended value investing a new approach that seeks

financial, social and environmental returns were discussed in depth at a conference at

World Economic Forum headquarters in Geneva in September. The workshop attracted

more than 80 practitioners from academia, multi-lateral aid agencies, civil society and

foundations, who gathered to explore ways to scale up the growing movement toward

blended value investing. The amount of capital available for such investment esti-

mated at $2.3 trillion in the US alone is increasing, but remains a small portion of

the $17 trillion total capital market.

Participants included a diverse array of practitioners, representing large institutions aswell as individuals who have created microcredit funds at the local level. Whatever

their background, most agreed that making successful blended value investments is

even more challenging than investing solely for profit. The workshop focused on

investments that are not publicly traded and served to clarify the needs and interests of

different types of investors within this field. Participants shared their own experiences

with blended value investing, exploring topics such as the value for donors of smart

subsidies as a way to build capacity to help emerging institutions become profitable;

difficulties in packaging blended value investments; the challenges of matching capital

with a particular project; the role of government regulations; and the task of measuring

performance. The event was sponsored byThe Rockefeller Foundation

, theInternational Finance Corporation of the World Bank Group and the World Economic

Forum; a conference report will be available on the Forums website

(www.weforum.org) in December. In the meantime, additional background on blended

value can be found at www.blendedvalue.org.

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Global leaders to examine new approaches to global problems at Universityfor a Night 2004

The Synergos Institutewill convene more than 400 world leaders from all sectors of

society business, government and civil society at its annual University for a Night(www.universityforanight.org)event in New York on November 16, 2004. In an evening

of strategic and substantive discussion, participants will debate how best to address the

multiple and interconnected social and economic challenges that threaten peace and

prosperity. Participants will meet over dinner for focused discussions on specific topics

under the themeInnovative Approaches to Complex Global Problems. These dinner discus-

sions are led by over 50 Distinguished Faculty leaders from around the world with

particular knowledge and experience to share.

Plenary speakers will include Norwegian Prime Minister Kjell Magne Bondevik; Mario

Conejo Maldonado, Mayor of Otavalo, Ecuador; Louis Willem Tex Gunning, President

of Unilever Bestfoods, Asia; and Noeleen Heyzer, the first Executive Director from the

South to head the United Nations Development Fund for Women (UNIFEM).

David Rockefeller and Richard Gerewill present the Synergos 2004 Bridging

Leadership Awards: the honor for individual leadership will go to John C. Whitehead,

Chair of the Lower Manhattan Development Corporation and former US Secretary

of State. For organizational leadership, the award will go to the Foundation for

Community Development (FDC) of Mozambique, and will be accepted by FDC

Chairperson and former First Lady of Mozambique and of South Africa,

Graa Machel.

International conference to explore private sector solutions to poverty

Eradicating Poverty through Profit: Making Business Work for the Pooris the theme of a

major international conference on private sector approaches to development, to be

held in San Francisco, December 12-14, 2004. The event, organized by the World

Resources Institutewith support from the World Economic Forum and a range of other

partners, will bring together leading corporations from North and South; international

agencies working on pro-poor policies and projects; and entrepreneurs-business and

social-who are alleviating poverty through innovative approaches. Featured speakers

will include C.K. Prahalad, whose research and writing have generated wide debate on

marketing to the bottom of the pyramid. For more information on the conference,visit povertyprofit.wri.org. A four-week virtual conference, conducted bydot-ORG and

hosted byGlobal Knowledge for Developmentwill permit a broad range of stakeholders

from around the globe to learn about the proceedings in San Francisco and to

exchange ideas and views on this important topic.

11

Activities, web-

sites and other

cutting-edge

information for

global givers

Links to websites with

more details are available

at the online edition of

Global Giving Matters at

www.globalgivingmatters.org

Resources & Links


12/13



Womens funds in the spotlight in September issue of Alliance

The September 2004 issue ofAlliance magazine takes an in-depth look at womens

funds. Kavita Ramdas, President and CEO of the Global Fund for Women, sets out to

challenge the status quo with her vision of feminist philanthropy, and the Sigrid

Rausing Trusts Jo Andrewsweighs in on the limited options available for funders

wishing to help women. Also in the September issue, Nichole Etchart examines how the

NESst Venture Fund, originally developed in Central Europe, has been adapted for

replication in Chile, and Louise Frchette, the UN Deputy Secretary-General, assesses

progress in meeting the Millenium Development Goals. Alliance is a publication of

Allavida (www.allavida.org), an international development organization that works to

enable local action

Forbes names top donors on its list of 400 wealthiest

Forbesmagazines annual ranking of the 400 wealthiest people includes a report on

Americas biggest donors and how much they have given to philanthropic causes.

Forbes reports that Richard Goldman who, along with his late wife Rhoda, founded

the Goldman Environmental Prize (www.goldmanprize.org) could have made the list

this year, but extensive philanthropic giving reduced his income. The Goldman Prize,

founded in 1990, is the worlds largest award honoring grassroots environmentalists.

October is International Philanthropy Month at Foundation Center

The Foundation Center has declared October 2004 International Philanthropy Month,

with a corresponding focus on this topic in its programs. Highlights will include

expanded content on the Centers website (www.fdncenter.org/focus/international),

including a new area on US funding for international causes; international news from

the CentersPhilanthropy News Digest; research and statistics on international funding

and links to organizations and resources in the field. The Center will also offer online

highlights from International Grantmaking III, to be issued in November, its latest

update on international giving by foundations. A special section on international phi-

lanthropy and youth will provide information on study-abroad programs, scholarships

and volunteer opportunities.

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SeptemberOctober 2004 13

Global Giving Matters aims to present information on best practices and innovations in

philanthropy and social investment around the world. We encourage you to send us:

Ideas about issues or people you would like to learn more about Examples of your own philanthropy

Comments about this issue.

Write to us at [email protected].

Global Giving Matters does not present solicitations of support for particular

initiatives or organizations.

Your Ideas Wanted

The World Economic Forum91-93 route de la CapiteCH-1223 Cologny/GenevaSwitzerlandtel +41 (22) 869-1212fax +41 (22) 786-2744www.weforum.org

The Synergos Institute9 East 69th StreetNew York, NY 10021USAtel +1 (212) 517-4900fax +1 (212) 517-4815www.synergos.org

Rockefeller Philanthropy Advisor437 Madison AvenueNew York, NY 10022-7001USAtel +1 (212) 812-4330fax + 1 (212) 812-4335www.rockpa.org

global giving matters sept.- oct. 2004 issue 19

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