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A bipartisan call for the Obama administration to focus on generating new jobs in the nonprofit sector. Great concept, but I hate that the authors applaud the fact that since nonprofits pay their employees so little, this is a cheap way to create jobs. Nonprofits would create much more social impact (and generate a bigger economic impact) if they paid market salaries. This isn't about fairness, it is about effectiveness.
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Stanford Business School is now using a case study of the Hewlett Foundation's attempts to create an Online Information Marketplace for Giving.
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Paul Light examines four potential futures for the nonprofit section: The rescue fantasy, A withering winterland, An arbitrary winnowing and Transformation.
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Sasha Dichter examines why people give even when no one is looking and it makes sense economically for them to give nothing. He concludes that giving is a form of self-expression. I've written about philanthropy as a form of self-actualization, or an attempt to become who we strive to be. Self-expression is a similar take on why people give.
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I'm just starting to get into using Twitter. So I was a little embarrassed to see that I was segregated off in this list into the small group who didn't use Twitter. Better late than never I guess. I'll be writing about my approach to Twitter next week.
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Nell Edgington comments on George Overholser and my call for official recognition of philanthropic equity.
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ABOUT SEAN STANNARD-STOCKTON
Sean Stannard-Stockton is the president and chief investment officer of Ensemble Capital Management, located in Burlingame, CA, midway between San Francisco and Silicon Valley. From 2006 through 2012, Sean authored the Tactical Philanthropy blog and wrote regular philanthropy columns for both the Financial Times and the Chronicle of Philanthropy. In 2012, Sean officially ended the blog to focus on growing Ensemble Capital.
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2 Comments
Completely agree with your post about the New York Times Op-Ed, “Volunteer to Save the Economy.” I work for a relatively stable and effective non-profit in Oregon. Our partner organizations have had trouble attracting and retaining talented staff because they offer low salaries and poor benefits. Experienced, talented staff can make or break an organization’s effectiveness.
Great organizations are built and run by great people. No doubt about it.