Can't Not Do: The Compelling Social Drive that Changes Our World by Paul Shoemaker

Author:Paul Shoemaker
Language: eng
Format: mobi
ISBN: 9781119131595
Publisher: Wiley
Published: 2015-07-19T14:00:00+00:00

How much control do you need to maintain over your gift? I have a personal passion for this issue.2 How many restrictions do you impose? There may be some minimal appropriate levels for large investments, but often what is expected is either wrong-headed or way out of proportion. This is perhaps the biggest barrier to more effective philanthropy. Let me explain it this way: If you're a successful businessperson, for example, you've had people or institutions invest funds in you at various stages. The restrictions are fairly straightforward—one party is giving the other party funds in expectation of a financial return at a later date. The investor may keep an eye on things or watch the financial results, but it's up to the company and its people to succeed or not. The investor would never tell the company what products to make, how to make them or to spend the money on product A but not product B, or only on research and development. There is usually no single bottom line, no one clear indicator of success, in the world of social change. Some philanthropists fill the void by creating their own indicators of success. The philanthropist will often tell the nonprofit that it can spend the money on X but not Y and that it can only spend Z percent on what the philanthropist considers to be overhead. Let's be clear. When I say restrictions, I don't mean mutual goals for social outcomes; I mean tying a nonprofit's hands by tightly restricting the specifics of how and where funds are spent. At SVP, we've learned this lesson over years of knowing that we have to trust the leadership to optimally spend the funds to build their organization and make hard decisions that are appropriate for them.3

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