Sustainability strategies are closely tied to the logic of the donor in every institution. Philanthropies that are set up with a limited time-span tend to scale up their impact differently. The educational programs of the Open Society Institute, for example, prioritize institutionalization over any other sustainability strategy. This is how it works: a national foundation incubates an innovative practice in an area that is neglected by the government in the hope that the complementary project will, as soon as possible, become incorporated in state institutions and inscribed in educational policy. In practice this means that the national foundation initiates, designs, and monitors a project that, upon successful completion of the pilot stage, is to be implemented on a large scale. Preferably, it will be funded by the government or, if this is not possible, by other donors. Naturally, tensions do emerge with other international organizations, especially larger ones that also attempt to exert influence on national policy-making. How donor logic impacts the cooperation of donor organizations with governments as well as with other international organizations is a topic that deserves much more scrutiny. In this article, the author explores the characteristics of the "new philanthropies." (Contains 2 notes.)