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A revolution in American medicine is in full swing, with the race from fee-for-service to fee-for-value at the front line in an epic battle that will transform healthcare delivery for decades to come. In America’s Healthcare Transformation, eminent physician leader Robert A. Phillips brings together key thought leaders and trail-blazing practitioners, who provide a wide-ranging exploration of the strategies, innovations, and paradigm shifts that are driving this healthcare transformation.

 

The contributors offer a panoramic look at the dramatic changes happening in the field of medicine, changes that put the patient at the heart of the process. Among other subjects, the essays evaluate innovative high quality and low cost care delivery solutions from around the United States and abroad, describe fundamental approaches to measuring the safety of care and the impact that guidelines have on improving quality of care and outcomes, and make a strong case that insurance reform will fundamentally and irreversibly drive delivery reform. In addition, America’s Healthcare Transformation reviews the role of health information technology in creating safer healthcare, provides a primer on the development of a culture of safety, and highlights ground-breaking new ways to train providers in patient safety and quality. Finally, the book looks at reports from Stanford Health Care and Houston Methodist which outline how successful behaviorally based strategies, anchored in values, can energize and empower employees to deliver a superior patient experience.

 

Drawing on the wisdom and vision of today’s leading healthcare innovators, America’s Healthcare Transformation provides a roadmap to the future of American healthcare. This book is essential reading for all health care providers, health care administrators, and health policy professionals, and it will be an invaluable resource in the effort to improve the practice of medicine and the delivery of healthcare in our communities and nation. 

 

Over the past two decades, the arts in America have experienced an unprecedented building boom, with more than sixteen billion dollars directed to the building, expansion, and renovation of museums, theaters, symphony halls, opera houses, and centers for the visual and performing arts. Among the projects that emerged from the boom were many brilliant successes. Others, like the striking addition of the Quadracci Pavilion to the Milwaukee Art Museum, brought international renown but also tens of millions of dollars of off-budget debt while offering scarce additional benefit to the arts and embodying the cultural sector’s worst fears that the arts themselves were being displaced by the big, status-driven architecture projects built to contain them.
           
With Building for the Arts, Peter Frumkin and Ana Kolendo explore how artistic vision, funding partnerships, and institutional culture work together—or fail to—throughout the process of major cultural construction projects. Drawing on detailed case studies and in-depth interviews at museums and other cultural institutions varying in size and funding arrangements, including the Art Institute of Chicago, Atlanta Opera, and AT&T Performing Arts Center in Dallas, Frumkin and Kolendo analyze the decision-making considerations and challenges and identify four factors whose alignment characterizes the most successful and sustainable of the projects discussed: institutional requirements, capacity of the institution to manage the project while maintaining ongoing operations, community interest and support, and sufficient sources of funding. How and whether these factors are strategically aligned in the design and execution of a building initiative, the authors argue, can lead an organization to either thrive or fail. The book closes with an analysis of specific tactics that can enhance the chances of a project’s success.

A practical guide grounded in the latest scholarship on nonprofit strategy and governance, Building for the Arts will be an invaluable resource for professional arts staff and management, trustees of arts organizations, development professionals, and donors, as well as those who study and seek to understand them.

Los Angeles's Japanese American National Museum, established in 1992, remains the only museum in the United States expressly dedicated to sharing the story of Americans of Japanese ancestry. The National Museum is a unique institution that operates in collaboration with other institutions, museums, researchers, audiences, and funders. In this collection of seventeen essays, anthropologists, art historians, museum curators, writers, designers, and historians provide case studies exploring collaboration with community-oriented partners in order to document, interpret, and present their histories and experiences and provide a new understanding of what museums can and should be in the United States.

Current scholarship in museum studies is generally limited to interpretations by scholars and curators. Common Ground brings descriptive data to the intellectual canon and illustrates how museum institutions must be transformed and recreated to suit the needs of the twenty-first century.

An estimated 45 million adults in the U.S. lack a credit score at time when credit invisibility can reduce one’s ability to rent a home, find employment, or secure a mortgage or loan. As a result, individuals without credit—who are disproportionately African American and Latino—often lead separate and unequal financial lives. Yet, as sociologists and public policy experts Frederick Wherry, Kristin Seefeldt, and Anthony Alvarez argue, many people who are not recognized within the financial system engage in behaviors that indicate their credit worthiness. How might institutions acknowledge these practices and help these people emerge from the financial shadows? In Credit Where It’s Due, the authors evaluate an innovative model of credit-building and advocate for a new understanding of financial citizenship, or participation in a financial system that fosters social belonging, dignity, and respect.
 
Wherry, Seefeldt, and Alvarez tell the story of the Mission Asset Fund, a San Francisco-based organization that assists mostly low- and moderate-income people of color with building credit. The Mission Asset Fund facilitates zero-interest lending circles, which have been practiced by generations of immigrants, but have gone largely unrecognized by mainstream financial institutions. Participants decide how the circles are run and how they will use their loans, and the organization reports their clients’ lending activity to credit bureaus. As the authors show, this system not only helps clients build credit, but also allows them to manage debt with dignity, have some say in the creation of financial products, and reaffirm their sense of social membership. The authors delve into the history of racial wealth inequality in the U.S. to show that for many black and Latino households, credit invisibility is not simply a matter of individual choices or inadequate financial education. Rather, financial marginalization is the result of historical policies that enabled predatory lending, discriminatory banking and housing practices, and the rollback of regulatory protections for first-time homeowners.
 
To rectify these inequalities, the authors propose common sense regulations to protect consumers from abuse alongside new initiatives that provide seed capital for every child, create affordable short-term loans, and ensure that financial institutions treat low- and moderate-income clients with equal respect. By situating the successes of the Mission Asset Fund in the larger history of credit and debt, Credit Where It’s Due shows how to prioritize financial citizenship for all.
 

In this clear-minded but sobering book, Michael M. Kaiser assesses the current state of arts institutions—orchestras; opera, ballet, modern dance, and theater companies; and even museums. According to Kaiser, new developments in the twenty-first century, including the Internet explosion, the death of the recording industry, the near-death of subscriptions, economic instability, the focus on STEM education in schools, the introduction of movie-theater opera, the erosion of newspapers, the threat to serious arts criticism, and the aging of the donor base have together created tremendous challenges for all arts organizations. Using Michael Porter’s model of industry structure to describe how industries evolve, Kaiser argues persuasively that unless steps are taken now, midsized performing arts institutions will have all but evaporated by 2035. Only the largest arts organizations will survive, with tickets priced for the very wealthy and programming limited to the most popular and lucrative productions. Kaiser concludes with a call to arms. With three extraordinary decades’ experience as an arts administrator behind him, he advocates passionately for risk-taking in programming and more creative marketing, and details what needs to happen now—building strong donor bases, creating effective boards, and collective action—to sustain the performing arts for generations to come.

Examines the dramatic changes in the philanthropic behavior of business corporations in their support of education, health, welfare, and the arts. This analysis shows how traditional patterns of corporate philanthropy have undergone changes across the years, and how, presently, a favorable attitude exists toward giving. The author traces these shifts through periods of depression, war, and peace. He examines economic and non-economic reasons for the growth of corporate giving, and treats the innovative role of company-sponsored foundations.

An unparalleled exploration of NOW’s trajectory, from its founding to the present—and its future

A new wave of feminist energy has swept the globe since 2016—from women’s marches and the #MeToo movement to transwomen’s inclusion and exclusion in feminism and participation in institutional politics. Amid all this, an organization declared dead or dying for thirty years—the National Organization for Women—has seen a membership boom. NOW presents an intriguing puzzle for scholars and activists alike. Considered one of the most stable organizations in the feminist movement, it has experienced much conflict and schism. Scholars have long argued that factionalism is the death knell of organizations, yet NOW continues to thrive despite internal conflicts. 

Fighting for NOW seeks to better understand how bureaucratic structures like NOW’s simultaneously provide stability and longevity, while creating space for productive and healthy conflict among members. Kelsy Kretschmer explores these ideas through an examination of conflict in NOW’s local chapters, its task forces and committees, and its satellite groups. NOW’s history provides evidence for three basic arguments: bureaucratic groups are not insulated from factionalism; they are important sites of creativity and innovation for their movements; and schisms are not inherently bad for movement organizations. Hence, Fighting for NOW is in stark contrast to conventional scholarship, which has conceptualized factionalism as organizational failure. It also provides one of the few book-length explorations of NOW’s trajectory, from its founding to the modern context. 

Scholars will welcome the book’s insights that draw on open systems and resource dependency theories, as well as its rethinking of how conflict shapes activist communities. Students will welcome its clear and compelling history of the feminist movement and of how feminist ideas have changed over the past five decades.

Concentrates on the historical, statutory, judicial, and administrative aspects of philanthropic foundations. It begins with a general survey of the rise of foundations, particularly as a legal concept, and examines existing provisions for state registration and supervision, with special atention to the role of the attorney general. There are field reports on ten states with programs aimed at following charitable activities closely. The concluding chapter provides appraisals and recommendations, and appendices include state legal requirements for charitable trusts and corporations, selected state acts, rules, reporting forms, and a list of cases.

A bold and provocative look at how the nonprofit sphere’s expansion has helped—and hindered—the LGBT cause

What if the very structure on which social movements rely, the nonprofit system, is reinforcing the inequalities activists seek to eliminate? That is the question at the heart of this bold reassessment of the system’s massive expansion since the mid-1960s. Focusing on the LGBT movement, Myrl Beam argues that the conservative turn in queer movement politics, as exemplified by the shift toward marriage and legal equality, is due mostly to the movement’s embrace of the nonprofit structure. 

Based on oral histories as well as archival research, and drawing on the author’s own extensive activist work, Gay, Inc. presents four compelling case studies. Beam looks at how people at LGBT nonprofits in Minneapolis and Chicago grapple with the contradictions between radical queer social movements and their institutionalized iterations. Through interview subjects’ incisive, funny, and heartbreaking commentaries, Beam exposes a complex world of committed people doing the best they can to effect change, and the flawed structures in which they participate, rail against, ignore, and make do. 

Providing a critical look at a social formation whose sanctified place in the national imagination has for too long gone unquestioned, Gay, Inc. marks a significant contribution to scholarship on sexuality, neoliberalism, and social movements.

Like the majority of the founders of large philanthropic foundations in the United States, James B. Duke assumed that the Duke Endowment, which he established in 1924, would continue its charitable activity forever. Lasting Legacy to the Carolinas is an examination of the history of this foundation and the ways in which it has—and has not—followed Duke’s original design.

In this volume, Robert F. Durden explores how the propriety of linking together a tax-free foundation and an investor-owned, profit-seeking business like the Duke Power Company has significantly changed over the course of the century. Explaining the implications of the Tax Reform Act of 1969 for J. B. Duke’s dream, Durden shows how the philanthropist’s plan to have the Duke Endowment virtually own and ultimately control Duke Power (which, in turn, would supply most of the Endowment’s income) dissolved after the death of daughter Doris Duke in 1993, when the trustees of the Endowment finally had the unanimous votes needed to sever that tie. Although the Endowment’s philanthropic projects—higher education (including Duke University), hospitals and health care, orphan and child care in both North and South Carolina, and the rural Methodist church in North Carolina—continue to be served, this study explains the impact of a century of political and social change on one man’s innovative charitable intentions. It is also a testimony to the many staff members and trustees who have invested their own time and creative energies into further benefiting these causes, despite decades of inevitable challenges to the Endowment.

This third volume of Durden’s trilogy relating to the Dukes of Durham will inform not only those interested in the continuing legacy of this remarkable family but also those involved with philanthropic boards, charitable endowments, medical care, child-care institutions, the rural church, and higher education.

This study contains fifty-eight documents from forty-nine different foundations, selected to represent a wide variety of these organizations. Included are documents from at least one perpetuity, dissolving fund, discretionary perpetuity; at least one company-sponsored foundation, family foundation, foundation engaged in unrelated business activities, association of foundations, "captive" foundation; at least one research foundation, special-purpose foundation, community trust scholarship fund. Several documents have been included for historical interest; documents of two foreign foundations for their comparison values. A final chapter introduces certain operational documents: grant notification form, agreement with consultants, outline for grant applicants, publication agreement.

Though privately controlled, foundations perform essential roles that serve society at large. They spearhead some of the world's largest and most innovative initiatives in science, health, education, and the arts, fulfilling important needs that could not be addressed adequately in the marketplace or the public sector. Still, many people have little understanding of what foundations do and how they continue to earn public endorsement. The Legitimacy of Philanthropic Foundations provides a thorough examination of why foundations exist and the varied purposes they serve in contemporary democratic societies. The Legitimacy of Philanthropic Foundations looks at foundations in the United States and Europe to examine their relationship to the state, the market, and civil society. Peter Frumkin argues that unlike elected officials, who must often shy away from topics that could spark political opposition, and corporate officers, who must meet bottom-line priorities, foundations can independently tackle sensitive issues of public importance. Kenneth Prewitt argues that foundations embody elements of classical liberalism, such as individual autonomy and limited government interference in private matters and achieve legitimacy by putting private wealth to work for the public good. Others argue that foundations achieve legitimacy by redistributing wealth from the pockets of rich philanthropists to the poor. But Julian Wolpert finds that foundations do not redistribute money directly to the poor as much as many people believe. Instead, many foundations focus their efforts on education, health, and scientific research, making investments that benefit society in the long-term, and focusing on farsighted issues that a myopic electorate would not have patience to permit its government to address. Originating from private fortunes but working for the public good, independently managed but subject to legal prescriptions, philanthropic foundations occupy a unique space somewhere between the public and private sectors. The Legitimacy of Philanthropic Foundations places foundations in a broad social and historical context, improving our understanding of one of society's most influential—and least understood—organizational forms.

This thorough volume offers up-to-date information and practical guidelines for board members and executives of nonprofit organizations large and small. Among the topics addressed are the historical roots of the voluntary sector in America, a complete discussion of the key responsibilities of nonprofit boards, suggestions for board organization, appropriate protocol for meetings, legal issues affecting nonprofit groups, and useful tools for self-assessment. This guide will be indispensable to the almost two million nonprofit organizations existing in the United States today.

Public-service executives, both elected and appointed within the public and nonprofit sectors, are retiring at record levels, and the number of Americans reaching age sixty-five annually will continue to rise over the next decade and is expected to surpass four million in 2020. Finding qualified, motivated leaders to fill vital public-service positions will challenge the public and nonprofit sectors.

Unfortunately, recent studies show that few proactive steps are being taken by public-service organizations to plan for the next generation. Passing the Torch: Planning for the Next Generation of Public-Service Leaders provides an outline for those who will be facing and managing these looming changes.

In this valuable guide, the factors that influence selection of a career in public service are explored through the authors’ years of experience as leaders in public-service organizations and through interviews with other public-service professionals. Passing the Torch will be essential for leaders of nonprofit organizations, university faculty, researchers in the field of nonprofit management, and students in nonprofit management courses.

Provides a directory of the rapidly expanding philanthropic foundations in Latin America, identifying over 750 foundations and presenting detailed information on 364 of them. In addition, the directory contains an introduction that analyzes historical data on Latin American foundations, a country-by-country summary of legal processes regarding foundations and pertinent tax laws, two essays by North and South American foundation presidents discussing the organization and management of private foundations, and an appendix with models of bylaws and financial statements of Latin American foundations.

This book presents and informing picture of giving in the United States. It glances briefly at the history of philanthropy, including the growth in government services, but its emphasis is on recent changes and the special opportunities of today. It offers estimates of giving, as to amounts, sources, and benefiting agencies, believed to be more comprehensive than are elsewhere available. It includes a discussion of legal and tax aspects of philanthropy.

Attempts to study corporation philanthropy inevitably prove frustrating, for it is a subject surrounded by rhetoric and almost entirely devoid of hard facts. Marion R. Fremont-Smith's concise appraisal of corporation philanthropy takes a close look at the donative policies of corporations and their methods of giving. Concentrating on the legal and historical setting, as well as corporation philanthropy in practice, the author analyzes recent expansion in the field of traditional philanthropy and the accompanying shift in public attitude toward the responsibility of business corporations. The book shows how this new attitude has brought with it a reappraisal of the philosophical and legal bases for corporate action in the social sphere. In conclusion, Mrs. Fremont-Smith calls for a more imaginative and independent definition of the objectives of corporate philanthropic policies and not merely a continuing series of ill-considered defensive reactions.

Philanthropy is everywhere. In 2013, in the United States alone, some $330 billion was recorded in giving, from large donations by the wealthy all the way down to informal giving circles. We tend to think of philanthropy as unequivocally good, but as the contributors to this book show, philanthropy is also an exercise of power. And like all forms of power, especially in a democratic society, it deserves scrutiny. Yet it rarely has been given serious attention. This book fills that gap, bringing together expert philosophers, sociologists, political scientists, historians, and legal scholars to ask fundamental and pressing questions about philanthropy’s role in democratic societies.
           
The contributors balance empirical and normative approaches, exploring both the roles philanthropy has actually played in societies and the roles it should play. They ask a multitude of questions: When is philanthropy good or bad for democracy? How does, and should, philanthropic power interact with expectations of equal citizenship and democratic political voice? What makes the exercise of philanthropic power legitimate? What forms of private activity in the public interest should democracy promote, and what forms should it resist? Examining these and many other topics, the contributors offer a vital assessment of philanthropy at a time when its power to affect public outcomes has never been greater. 

This history covers the first forty years of Russell Sage Foundation's efforts toward "the improvement of social and living conditions in the United States of America." It records the things that were done, both as direct work and through grants, with considerable attention to the social situation which made them seen necessary or desirable. It is of value not only to those interested in the operation of the Russell Sage Foundation or other foundatons, but for the light it throws upon the origins and development of a wide variety of movements in the borad field of social science.

"Together, the historical essays in this volume provide the best account of how the Foundation moved away from its roots as a policy think tank.... This book of essays is the only extended treatment of the Foundation's history that includes both its distinguished early years and its emergence after World War II as the principal private foundation devoted to strengthening basic research in the social sciences." —ERIC WANNER, president of the Russell Sage Foundation, in his foreword to the volume

College students are now regarded as consumers, not students, and nowhere is the growth and exploitation of the university more obvious than in the realm of college sports, where the evidence is in the stadiums built with corporate money, and the crowded sporting events sponsored by large conglomerates. 

The contributors to Sport and the Neoliberal University examine how intercollegiate athletics became a contested terrain of public/private interests. They look at college sports from economic, social, legal, and cultural perspectives to cut through popular mythologies regarding intercollegiate athletics and to advocate for increased clarity about what is going on at a variety of campuses with regard to athletics. Focusing on current issues, including the NCAA, Title IX, recruitment of high school athletes, and the Penn State scandal, among others, Sport and the Neoliberal University shows the different ways institutions, individuals, and corporations are interacting with university athletics in ways that are profoundly shaped by neoliberal ideologies.  

Starting and Running a Nonprofit Organization is a book for people who are forming new small nonprofits; thinking about converting an informal, grassroots group into tax-exempt status; reorganizing an existing agency; or currently managing a nonprofit. It provides practical and basic how-to information on legal, tax, organizational, and other issues particular to nonprofits. 

This one-of-a-kind resource has been a valuable guide to nonprofit management for decades. While much of the information originated in an earlier era of nonprofit formation, it remains highly useful for gaining an overview and creating an action plan for people entering this realm of organizational management. Its compact format provides information in an easy-to-understand style. The book describes, step-by-step, the typical phases of creating and operating a new nonprofit, including incorporation, establishing a board of directors, writing bylaws, obtaining tax-exempt status, creating a strategic plan, budgeting and grant seeking, understanding accounting principles, managing human resources, and creating a community relations plan. 

The Center for Nonprofit Management is a department of the Graduate School of Business at the University of St. Thomas in Minneapolis and St. Paul. It provides training and guidance in all aspects of the nonprofit sector to existing organizations as well as individuals or groups who are seeking help in starting a nonprofit. 

The philanthropic landscape is changing dramatically as a new generation of wealthy donors seeks to leave its mark on the public sphere. Peter Frumkin reveals in Strategic Giving why these donors could benefit from having a comprehensive plan to guide their giving. And with this thoughtful and timely book, he provides the much-needed framework to understand and develop this kind of philanthropic strategy. 

After listening for years to scores of individual and institutional funders discuss the challenges of giving wisely, Frumkin argues here that contemporary philanthropy requires a thorough rethinking of its underlying logic. Philanthropy should be seen, he contends, as both a powerful way to meet public needs and a meaningful way to express private beliefs and commitments. He demonstrates that finding a way to simultaneously fulfill both of these functions is crucial to the survival of philanthropy and its potential to support pluralism in society. And he goes on to identify the five essential elements donors must consider when developing a philanthropic strategy—the vehicle through which giving will flow, the way impact will be achieved, the level of engagement and profile sought, the time frame for giving, and the underlying purpose of the gift. Frumkin’s point is that donors must understand strategic giving as the integration of these five critical dimensions to giving. 

Essential reading for donors, researchers, and anyone involved with the world of philanthropy, Strategic Giving provides a new basis for understanding philanthropic effectiveness and a promising new way for philanthropy to achieve the legitimacy that has at times eluded it.

Planning today is more important than ever. Both acquisition and allocation of resources are increasingly difficult for arts organizations as a result of emerging technologies, reduced arts education, aging donors, and the advent of new forms of entertainment. It is essential for arts organizations to take a coherent approach to these issues to remain vibrant over time. In fact, most arts organizations do periodically attempt some kind of planning exercise. But a review of hundreds of such plans suggests that most contain merely a wish list, rather than concrete plans for the future: “We will increase ticket sales!” is a common “strategy” expressed in too many arts plans. In the absence of details about how ticket sales will be increased, it’s an empty promise. In Strategic Planning in the Arts, Michael M. Kaiser, the former head of the Kennedy Center in Washington, DC, and an arts management guru, has produced a clear, concise guide for staff or board members of not-for-profit arts organizations who are responsible for developing, evaluating, or implementing plans. Relying on real-world cases and examples, Kaiser shows how to conceive, assess, and act on every part of the strategic plan, from the mission statement to the financial statement; from managing the board to marketing. Praise for Michael Kaiser: “A rich yet tidy cornucopia of solutions for the challenges facing the American arts scene.”—Washington Post

In recent years, the hospital industry has been undergoing massive change and reorganization with technological innovations and the spread of managed care. As a result, the total number of hospitals countrywide has been declining, and a growing number of not-for-profit hospitals have converted to for-profit status. These changes raise two fundamental questions: What determines a hospital's choice of for-profit or not-for-profit organizational form? And how does that form affect patients and society?

This timely volume provides a factual basis for discussing for-profit versus not-for-profit ownership of hospitals and gives a first look at the evidence about new and important issues in the hospital industry. The Changing Hospital Industry: Comparing Not-for-Profit and For-Profit Institutions will have significant implications for public-policy reforms in this vital industry and will be of great interest to scholars in the fields of health economics, public finance, hospital organization, and management; and to health services researchers.

In resource-challenged Athens County, Ohio, staff and volunteers at the nonprofit Athens County Foundation came up with a daring idea: to host a locally sourced, gourmet dinner for four hundred people. The meal would be held on the brick-paved main street of the city of Athens, to raise funds for the food bank, and increase awareness of the persistent local struggle with food insecurity, as well as raise the visibility of the foundation. The logistical challenges were daunting, but the plan would unite the community around the common theme of providing for its own.

Since then, Bounty on the Bricks has become a touchstone event that raises close to one hundred thousand dollars for the food bank. In The Community Table, Athens County Foundation executive director Susan Urano translates her years of nonprofit experience with large-scale annual fundraisers into a step-by-step guide for development professionals, community leaders, and volunteers.

Urano guides readers to consider when to mount a fundraiser, who the stakeholders are, what social and financial value the event will bring to the community, and how partnerships might augment the payoff. Using real-life examples, she explains how organizers can learn from mistakes and illustrates methods of team building, conflict resolution, and problem solving. Sample ideas, timelines, budgets, publicity plans, and committee structures round out The Community Table.

In the third book of his popular trilogy on creating and sustaining arts organizations, Michael Kaiser reveals the hidden engine that powers consistent success. According to Kaiser, successful arts organizations pursue strong programmatic marketing campaigns that compel people to buy tickets, enroll in classes, and so on—in short, to participate in the organization’s programs. Additionally, they create exciting activities that draw people to the organization as a whole. This institutional marketing creates a sense of enthusiasm that attracts donors, board members, and volunteers. Kaiser calls this group of external supporters the family. When this hidden engine is humming, staff, board, and audience members, artists, and donors feel confidence in the future. Resources are reinvested in more and better art, which is marketed aggressively; as a result, the “family” continues to grow, providing even more resources. This self-reinforcing cycle underlies the activities of all healthy arts organizations, and the theory behind it can be used as a diagnostic tool to reveal—and remedy—the problems of troubled ones. This book addresses each element of the cycle in the hope that more arts organizations around the globe—from orchestras, theaters, museums, opera companies, and classical and modern dance organizations to service organizations and other not-for-profit cultural institutions—will be able to sustain remarkable creativity, pay the bills, and have fun doing so!

This book offers a systematic study of those individuals who derive their livelihood and professional satisfactions from foundation employment above a clerical level. Replies to questionnaires addressed to foundations and to foundation staff, supplemented by other research, enabled the authors to secure a wealth of data, not previously available, concerning such staff personnel. The data relates to their origin, education or training, professional or occupational background, personal qualities, recruitment for foundation service, job specialization in foundations and in-service and on-the-job training, salary levels, retirement, fringe benefits and perquisites of various kinds. These data are systematically analyzed according to the employing foundation's asset size, program, founding auspices, staff size, geographical location, and other variables. The comprehensiveness of the data also makes possible a census of full-time and part-time staff employed by all foundations and better reveals the rather distorted pattern of the distribution of that staff among the employing foundations. A feature of the study is a chapter that tabulates and analyzes the comments on foundation employment of some 420 foundation executives—on their satisfactions, dissatisfactions, and frustrations and on how foundation employment might be made more attractive. The pros and cons of the related issue of increased professionalization of foundation service is considered in the light of these comments and from the standpoint, also, of the current philanthropic policies of different kinds of foundations. The probable long-term effect on foundation service of certain provisions of the Tax Reform Act of 1969 is also examined.

The Pioneer Fund, established in 1937 by Wickliffe Preston Draper, is one of the most controversial nonprofit organizations in the United States. Long suspected of misusing social science to fuel the politics of oppression, the fund has specialized in supporting research that seeks to prove the genetic and intellectual inferiority of blacks while denying its ties to any political agenda.This powerful and provocative volume proves that the Pioneer Fund has indeed been the primary source for scientific racism. Revealing a lengthy history of concerted and clandestine activities and interests, The Funding of Scientific Racism examines for the first time archival correspondence that incriminates the fund's major players, including Draper, recently deceased president Harry F. Weyher, and others.Divulging evidence of the Pioneer Fund's political motivations, William H. Tucker links Draper to a Klansman's crusade to repatriate blacks in the 1930s. Subsequent directors and grantees are implicated in their support of campaigns organized in the 1960s to reverse the Brown decision, prevent passage of the Civil Rights Act, and implement a system of racially segregated private schools.Tucker shows that these and other projects have been officially sponsored by the Pioneer Fund or surreptitiously supervised by its directors. This evidence demonstrates that any results of genuine, scientific value produced with the fund's support have been a salutary, if incidental, consequence of its actual purpose: to provide ammunition for what has essentially been a lobbying campaign to prevent the full participation of blacks in society and the polity.

Focuses on the 133 largest foundations endowed by individuals or families, each of which in 1960 held assets of more than $10 million. While representing less than one percent of the total number, they account for the majority of income, endowment, and spending of all foundations. The author describes the economic dimensions of foundation activities in the context of the general economy and private philanthropy. He examines the process by which the foundations were established, when and how they received initial endowments, their investment patterns over a period of years, and the policies governing investment of their endowed funds.

Civil society organizations, nonprofits, national and international nongovernmental organizations, and a variety of formal and informal associations have coalesced into a world political force. Though the components of this so-called third sector vary by country, their cumulative effects play an ever-greater role in global affairs. Looking at relief and welfare organizations, innovation organizations, social networks, and many other kinds of groups, Meghan Elizabeth Kallman and Terry Nichols Clark explore the functions, impacts, and composition of the nonprofit sector in six key countries. Chinese organizations, for example, follow the predominantly Asian model of government funding that links their mission to national political goals. Western groups, by contrast, often explicitly challenge government objectives, and even gain relevance and cache by doing so. In addition, Kallman and Clark examine groups in real-world contexts, providing a wealth of political-historical background, in-depth consideration of interactions with state institutions, region-by-region comparisons, and suggestions for how groups can borrow policy options across systems. Insightful and forward-seeing, The Third Sector provides a rare international view of organizations and agendas driving change in today's international affairs.

Offers two extended essays by two eminent social scientists on trusteeship and foundation management. The first essay, by Dr. Moore, reflects the author's long interest in the relations between the economy and the society. He examines trusteeship as a combination and interrelation of three main principles: custodial relations, lay control, and the law of trusts. Dr. Young's essay, the longer and more pragmatic of the two, applies these principles to the actual management of philanthropic foundations. Dr. Young draws upon his experience as a president of two social science foundations in his discussion of both the old and new "proprietary" foundations.