Diversity and Inclusion
Careers at Bridgespan
Board of Trustees
Knowledge Advisory Board
For the Media
Building Your Philanthropic Portfolio
Making Big Bets
Partnering with Your Grantees
Creating Strategies for Scaling Impact
Designing Effective Organizations
Areas of Expertise
Children, Youth, and Families
Stories of Impact
Our Stories of Impact
Our latest thought leadership for the nonprofit sector
Explore our extensive catalog of articles, reports, and videos
Key ideas we believe have high potential for impact
Leading voices from inside and outside Bridgespan
Newsletters and Alerts
Get our latest insights delivered to your inbox
The Bridgespan Group
The Broad Foundation Moves the Needle on Urban Education Reform with Leadership Development
The Bridgespan Group
Last week we published our new study, “
Philanthropy in the New Age of Government Austerity
.” We promised to dig deeper into four case profiles: Eli Broad, Michael Bloomberg, the Irvine Foundation’s five-foundation California Forward initiative, and Pete Peterson. Today is our first installment; check back next week for the Michael Bloomberg case profile.
Watch Eli Broad
give an inside look at his philanthropy.
See philanthropists discuss
In 1999, Eli Broad retired from a highly successful business career and confronted the question of how to focus his philanthropy. He had decided to tackle what he viewed as the country’s greatest challenge: transforming the K-12 public education system to meet the needs of the new century. So he and his wife committed $100 million to the cause through the
Eli and Edythe Broad Foundation
. But they knew that even that large sum would be dwarfed by the total public funding for education. So how could the Broads leverage their investment to achieve meaningful results?
More From the Blog
The entrepreneur who had built two Fortune 500 companies—KB Home and SunAmerica—decided to focus on what he knew best. “We didn’t have any expertise in curriculum or how to teach,” Broad recalled. What he did know was that successful organizations require strong leadership and governance.
“I realized if we could help identify or train effective school district leaders, they could give the teachers the necessary resources and support,” said Broad. He also realized that this was an area where his philanthropy could fulfill a critical need that public education could not do alone, because despite government’s vast resources, public systems are typically constrained in their ability to invest in their own capacity—such as formal management training for public leaders.
So Broad created two new programs—the
Broad Superintendents Academy
Broad Residency in Urban Education
—to recruit and prepare exceptional managers and executives from a diverse set of backgrounds to become catalysts for change in America’s urban school districts.
To learn more about the success of these programs to date, and why Broad also decided to create a national prize for the fastest improving urban school districts,
to read the full case profile.
This is the second post in our
Philanthropy and Government
blog series. To read the full article that inspired this series,
. Join the conversation by commenting below or on Twitter. You can follow Give Smart Twitter updates at
comments powered by Disqus.
Related Blog Posts
Recommended Reads for Transformative Scale: September 2016
09/28/2016 | 2 min
Let’s Talk about Sex (Baby): Pushing the Decline in Unintended Pregnancy Even Further
Recommended Reads for Transformative Scale: August 2016
08/24/2016 | 3 min
What’s Your Exit, er, Commitment Strategy?
Matt Forti, One Acre Fund
08/09/2016 | 5 min