By Peter Frumkin
The philanthropic panorama is altering dramatically as a brand new iteration of rich donors seeks to go away its mark at the public sphere. Peter Frumkin finds in Strategic Giving why those donors may gain advantage from having a complete plan to steer their giving. And with this considerate and well timed booklet, he presents the much-needed framework to appreciate and strengthen this sort of philanthropic strategy.
After listening for years to ratings of person and institutional funders talk about the demanding situations of giving properly, Frumkin argues right here that modern philanthropy calls for a radical rethinking of its underlying common sense. Philanthropy could be noticeable, he contends, as either a strong option to meet public wishes and a significant approach to exhibit deepest ideals and commitments. He demonstrates that discovering how to concurrently satisfy either one of those capabilities is essential to the survival of philanthropy and its capability to help pluralism in society. And he is going directly to establish the 5 crucial parts donors needs to give some thought to whilst constructing a philanthropic strategy—the automobile in which giving will movement, the way in which impression should be accomplished, the extent of engagement and profile sought, the timeframe for giving, and the underlying goal of the present. Frumkin’s element is that donors needs to comprehend strategic giving because the integration of those 5 severe dimensions to giving.
Essential interpreting for donors, researchers, and somebody concerned with the area of philanthropy, Strategic Giving presents a brand new foundation for realizing philanthropic effectiveness and a promising new method for philanthropy to accomplish the legitimacy that has now and then eluded it.
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Additional info for Strategic Giving: The Art and Science of Philanthropy
2 One explanation for the tax code’s inclination to support giving is that government sees private philanthropy as a necessary partner in the pursuit of public purposes. The difﬁculty in setting up a policy that encourages privately ﬁnanced and directed solutions to public problems is that if taken to its logical conclusion, it raises difﬁcult questions about accountability. 0pt P ——— Normal P PgEnds: T , (2) Philanthropy and the Public Sphere | 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 ernment risks introducing both greater inefﬁciency and inequity into the process of public provision.
As if that were not enough, there is almost no consensus about when to give. Donors have at times done all their giving while alive in order to see what happens, postponed giving until lying on their deathbeds, given away fortunes through their estates to favored institutions, and placed their philanthropic resources into a foundation established in perpetuity so as to spread out their philanthropy potentially over centuries. Moreover, there has been tremendous variation in the proﬁles assumed by donors, with some donors seeking and getting tremendous amounts of publicity, while others have operated in complete anonymity, and still others have vacillated between these two extremes—starting out in one camp only to migrate into the other.
30 | Chapter 1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 Giving and Public Policy The tax code deﬁnes and reinforces some of the most important categories of nonproﬁt organizations. It alternatively conveys privileges and imposes regulations on organizations based on their legal status and form. While all nonproﬁt organizations are exempt from taxation, only some—those that serve the public, not just a restricted membership—receive the added beneﬁt of being able to confer on donors an income tax deduction for their support.