Executive Education Program for Philanthropists and NGO Leaders
Measuring & Improving the Impact of Social Organisations
3 - 4 September 2014
NUS Business School
Taught by Paul Brest, Stanford University Law School, Graduate School of Business, and Program in Philanthropy and Civil Society
Description and Objectives
This two-day program focuses on designing, implementing, and evaluating strategies for the delivery of social goods and services through non-profit organisations (NGOs) and for-profit enterprises (impact investees). It considers these issues from the perspective of the organisations themselves, government agencies contracting with the organisations, and philanthropists donating to or investing in those organisations.
Specifically the program will include:
- Designing a Logic Model and Monitoring Progress
- Impact Evaluation
- Measuring the Impact of Service Delivery Organisations
- Impact Investing
- Evaluating Investments in For-Profit Social Organisations
- Corporate Social Responsibility (CSR)
- Providing Philanthropists with Information about NPO
- government agencies
- impact investors
- NGO/nonprofit leaders
- corporate leaders
- CSR managers
Paul Brest is Former Dean and Professor Emeritus (active), at Stanford Law School, a lecturer at the Graduate School of Business, and a faculty co-director of the Stanford Center on Philanthropy and Civil Society. He was previously president of the William and Flora Hewlett Foundation.
Professor Brest joined the Stanford Law School faculty in 1969 and served as dean from 1987 to 1999 before becoming president of the William and Flora Hewlett Foundation in 2000. He returned to Stanford in 2012 to teach in the Law School, Graduate School of Business, and Masters in Public Policy program. His current courses include Problem Solving and Policy Design: Rational Choices and Behavioral Insights, Measuring and Improving the Impact of Social Enterprises, and Advanced Topics in Philanthropy.
Under Paul Brest's 12-year guidance as its president, the William and Flora Hewlett Foundation—one of the largest philanthropic organisations in the world—grew to 100 employees and a $7 billion endowment. Known for his focus on outcomes measurement, the philanthropy thought leader was not afraid to spend money during his tenure on capacity building, organisational effectiveness, general operating support, and new ideas, areas many other philanthropists are reluctant to fund. Brest also was not afraid to take risks or to be candid if such a risk failed.
A leading scholar and teacher of constitutional law and co-author of the casebook Processes of Constitutional Decisionmaking, Paul Brest now focuses his teaching and writing on public policy, judgment and decision making, and philanthropy. Recent articles in the Stanford Social Innovation Review include “When Can Impact Investing Create Real Impact?” (2013), “A Decade of Outcome Oriented Philanthropy” (2012) and “The Power of Theories of Change” 2010. He is co-author of Problem Solving, Decision Making, and Professional Judgment (2010) and Money Well Spent: A Strategic Guide to Smart Philanthropy (2008).
SGD 2,000 (excluding GST)
The sessions will be taught through a mixture of lecture and discussion; in-class exercises, in which participants design and evaluate strategies; and business school case studies, which place the participants in the position of managers, philanthropists, and investors called upon to make major decisions.
Enquiries and registration