I want to thank my friend, John von Kannon at the Heritage Foundation for sending me the following essay by Stephen Friess. While it is a sad commentary, Stephen admits that his family didn’t treat their philanthropy from the perspective of other investments they make.I share this not as a warning to philanthropists, but an alert to fundraisers This is what our donors are talking about. As I have said before, the days of good people giving good money to good institutions for good causes is over. Below, Stephen opines why. After you read this, read my personal reflection following.To begin, Stephen and his family should have understood is that it was a gift. What the institution needed to understand is that if they ever wanted another gift from this generous and philanthropic family, they needed to be sensitive to their values and desires. This family gives millions of dollars away to a variety of institutions. I am sorry for their experience.Endowment 101: Getting What You’ve Paid ForBy STEPHEN FRIESSA few years ago, my family gave $1 million to a large state school in the West — a fine institution, worthy of support. We shook hands with the development folks, and handed over a check.We had an idea of what we wanted. My father is a passionate advocate for liberty and freedom, and he asked the university to use the funds for the teaching of those principles.While we were still thinking around our kitchen table how to use the funds, the development team suggested using half the money for campus landscaping, while doubling the remaining funds through a new program of state contributions. Everyone seemed to win.The funds were deposited in the endowment, spending only a drip and a drop of annual interest. The bottom line? No program in liberty and freedom.Let me be honest. My dad, Foster Friess, has been a discerning investor since 1974, and I had the privilege of picking tech stocks for him at the Brandywine Funds in the ’90s. With investing, we do our research and generally put things in writing. When dealing with the university, we just didn’t have the clarifying conversations that are part and parcel of good business practice.It was a hard lesson: Wise giving to higher education requires as much care as any other purchase or investment. It’s essential that donors clarify their intentions and communicate clearly — before their gifts are made.Desiring to direct the funds to our specific interests, we asked the administration about setting up an endowed professorship. But we discovered that we would have no voice about the selection of the professor. It appeared the selection was likely to be headed by a professor whose writings were substantially at odds with my father’s ideals.I asked, “What are we to do if down the road we’ve set up a professorship and it is no longer funding someone who shares our values?” The response was, “Well, then, you could take the ultimate step, you’d have the power . . .” — and I’m thinking, we can get our money back? — “you then have the ultimate recourse of removing your name from the professorship.”The university understandably did what most schools do: It supported its own priorities and adhered to its procedures for academic appointment. The university viewed our money as a gift, which needed to be governed by their procedures.In the end, we worked with the university to use the annual endowment revenue from our check for a particular scholarship that we esteem. We are glad of that worthy cause. But, in retrospect, I wish we had taken the time to direct the money to support a dynamic new program that achieved our vision of educating students in the principles of liberty.Lessons learned. When we handed over the check, the grateful university did not understand the purposes — and conditions — we assumed. We didn’t understand the imperative of presenting from the start an articulated plan. It was no longer our money and leverage.It’s not that we needed a pricey consultant. Intelligent donors have a valuable ally in a group called the American Council of Trustees and Alumni. ACTA recently published a “how-to” called “The Intelligent Donors Guide to College Giving,” which is just that. I recommend it to every philanthropist. One idea from the guide is: Support a specific program with defined gifts over time.We could have found a faculty friend who shared our values and who had specific classes he or she wanted to teach. We could have provided students with a new program, a new perspective, something other than the usual campus fare. We could have drafted instructions for our gift, ensured the money would not be fungible, and funded exactly what we wanted. Smart donors are doing all that and more.As appropriations for higher education decline, institutions rely increasingly on private philanthropy. In fiscal 2009, alumni donated over $7 billion, and foundations over $8 billion. More than ever, donors are learning the important role they can play in providing a rich liberal arts education. They are discovering how to have true partnerships with higher education, ensuring that their philanthropic dollars are investments in the values of America and its future.Sometimes people and institutions achieve less than they wanted despite good intentions — because they didn’t make their goals clear.Higher education deserves our support, and all of us need to ensure that our good intentions get the best results.On a personal note, if you’ve been following me you know I have had my own unfortunate experience with an institution that said one thing and did another. It was disappointing, and to this day they deny it. I was so angry and frustrated I decided to never give that institution another dime, and they could have had millions. Over the years I have gotten over all those feelings. Well maybe not over them, but I am wiser. As I deal with the institution, I realize that commitments are made by people who hold temporary leadership. At times they will not have the integrity they should; but ultimately, I believe in the long term goals. But sadly, we must heed the warning, as we do when buying a car or a house or investing in a business: BUYER BEWARE
Hartsook President and CEO Matthew J. Beem Earns Ph.D.
Beem family: Joe, Matt, Kate,
Tom (not pictured, Maggie)
(Kansas City) Matt Beem recently earned a doctor of philosophy in organizational behavior and higher education administration from the University of Missouri – Kansas City. He defended his dissertation, Performance-Based Fundraiser Compensation: An Analysis of Preference, Prevalence and Effect, in December 2018.
Beem examined the preference for and prevalence of performance-based compensation and the relationship between it and productivity within the sample population of professional fundraisers. He reviewed the history of fundraiser compensation and prevalence of incentive pay in the nonprofit sector and among professional fundraisers, including its correlation to performance.
The Fundraiser Compensation Survey, an original study, was emailed by the Mid-America Chapter of Fundraising Professionals to more than 3,000 individuals. Findings revealed respondents’ dissatisfaction with the relationship between goal attainment, performance and compensation in their jobs. The study also found significant compensation differences based on respondents’ gender and ethnicity – findings different from research discussed in the literature review.
Beem’s dissertation adds important knowledge about the prevalence of and desire for performance-based compensation within the sample population. It also sheds light on the effect performance-based compensation has on the amount of money fundraisers raise.
Hartsook continues to be available to support nonprofit organizations in compensation plan design for its fundraisers, executive directors, CEOs and other senior leaders.