Blueprint for Social Change: Shaping an Impact-Based Strategy - Case Study 2002 – 2020

- 2 -

Chapter I: Meeting the Ruderman Family Foundation Who We Are The Ruderman Family Foundation is a private, strategic family foundation established in the United States by the Ruderman family in 2002. Until then, like many private philanthropists, the Ruderman family had engaged in several areas of activity concurrently, and their resource allocations lacked focus and a predetermined order of priorities. Motivated by passion and dedication, the family had supported worthy goals such as Jewish education in the United States, hospitals and universities, but without a structured plan of action. Like many “traditional philanthropists”, the family regarded philanthropy as a secondary pursuit, combining a moral and ethical obligation with the great privilege of giving. In 2002, when the younger generation became involved, an in-depth learning process was launched. As a result, the family decided to change their patterns of activity, striving to build the Foundation as a strategic, engaged philanthropic foundation guided by a clear vision, and operating in a focused manner that would yield significant results in Israel and in American Jewish communities. Over the years, The Foundation adapted itself, to global trends and changes that characterized the new philanthropy of the twenty-first century (Schmid, 2011). It adopted dynamic approaches, seeking to spearhead proactive processes by means of project initiatives, partnership in decision-making and action to expedite problem-solving (Fleishman, 2007). The Foundation regarded itself as an entrepreneur and investor, actively engaged in ensuring maximum social return on its investments. The Foundation’s perception of itsmissionwas broadened: instead of merely providing isolated contributions to organizations or programs, it now considered itself responsible for bringing about significant systemic change with a broad social impact. As part of the Foundation’s professionalization process, it developed a theory of change that included axes of impact and several main activities. The Foundation’s operational structure was expanded, as professional staff members who are not members of the family were brought in. Nevertheless, the family has remained deeply involved. Family members