Short Philanthropy Quotes

She gave me a pledge card, a card promising an annual gift of $5, $10, or $25 toward the support of the Unity mission. I filled it out under the hot light of the projector. The name and address spaces were much too short, unless you wrote a very fine hand or unless your name was Ed Poe and you lived at 1 Elm St.

Forcing new loans upon the bankrupt on condition that they shrink their income is nothing short of cruel and unusual punishment. Greece was never bailed out. With their ‘rescue’ loan and their troika of bailiffs enthusiastically slashing incomes, the EU and IMF effectively condemned Greece to a modern version of the Dickensian debtors’ prison and then threw away the key. Debtors’ prisons were ultimately abandoned because, despite their cruelty, they neither deterred the accumulation of new bad debts nor helped creditors get their money back. For capitalism to advance in the nineteenth century, the absurd notion that all debts are sacred had to be ditched and replaced with the notion of limited liability. After all, if all debts are guaranteed, why should lenders lend responsibly? And why should some debts carry a higher interest rate than other debts, reflecting the higher risk of going bad? Bankruptcy and debt write-downs became for capitalism what hell had always been for Christian dogma – unpleasant yet essential – but curiously bankruptcy-denial was revived in the twenty-first century to deal with the Greek state’s insolvency. Why? Did the EU and the IMF not realize what they were doing? They knew exactly what they were doing. Despite their meticulous propaganda, in which they insisted that they were trying to save Greece, to grant the Greek people a second chance, to help reform Greece’s chronically crooked state and so on, the world’s most powerful institutions and governments were under no illusions. […] Banks restructure the debt of stressed corporations every day, not out of philanthropy but out of enlightened self-interest. But the problem was that, now that we had accepted the EU–IMF bailout, we were no longer dealing with banks but with politicians who had lied to their parliaments to convince them to relieve the banks of Greece’s debt and take it on themselves. A debt restructuring would require them to go back to their parliaments and confess their earlier sin, something they would never do voluntarily, fearful of the repercussions. The only alternative was to continue the pretence by giving the Greek government another wad of money with which to pretend to meet its debt repayments to the EU and the IMF: a second bailout.

Mrs. Crisparkle had need of her own share of philanthropy when she beheld this very large and very loud excrescence on the little party. Always something in the nature of a Boil upon the face of society, Mr. Honeythunder expanded into an inflammatory Wen in Minor Canon Corner. Though it was not literally true, as was facetiously charged against him by public unbelievers, that he called aloud to his fellow-creatures: ‘Curse your souls and bodies, come here and be blessed!’ still his philanthropy was of that gunpowderous sort that the difference between it and animosity was hard to determine. You were to abolish military force, but you were first to bring all commanding officers who had done their duty, to trial by court-martial for that offence, and shoot them. You were to abolish war, but were to make converts by making war upon them, and charging them with loving war as the apple of their eye. You were to have no capital punishment, but were first to sweep off the face of the earth all legislators, jurists, and judges, who were of the contrary opinion. You were to have universal concord, and were to get it by eliminating all the people who wouldn’t, or conscientiously couldn’t, be concordant. You were to love your brother as yourself, but after an indefinite interval of maligning him (very much as if you hated him), and calling him all manner of names. Above all things, you were to do nothing in private, or on your own account. You were to go to the offices of the Haven of Philanthropy, and put your name down as a Member and a Professing Philanthropist. Then, you were to pay up your subscription, get your card of membership and your riband and medal, and were evermore to live upon a platform, and evermore to say what Mr. Honeythunder said, and what the Treasurer said, and what the sub-Treasurer said, and what the Committee said, and what the sub-Committee said, and what the Secretary said, and what the Vice-Secretary said. And this was usually said in the unanimously-carried resolution under hand and seal, to the effect: ‘That this assembled Body of Professing Philanthropists views, with indignant scorn and contempt, not unmixed with utter detestation and loathing abhorrence’—in short, the baseness of all those who do not belong to it, and pledges itself to make as many obnoxious statements as possible about them, without being at all particular as to facts.

By the word materialism, the philistine understands gluttony, drunkenness, lust of the eye, lust of the flesh, arrogance, cupidity, avarice, covetousness, profit-hunting, and stock-exchange swindling — in short, all the filthy vices in which he himself indulges in private. By the word idealism he understands the belief in virtue, universal philanthropy, and in a general way a “better world”, of which he boasts before others but in which he himself at the utmost believes only so long as he is having the blues or is going through the bankruptcy consequent upon his customary “materialist” excesses. It is then that he sings his favorite song, What is man? — Half beast, half angel.

He was a financial titan who had built a powerful and lucrative investment firm before a lengthy ban from the securities industry for insider trading and a short prison sentence ended his career. He emerged from incarceration to devote the rest of his life to philanthropy and politics, a transformation that did not convince some of his critics. He was perhaps not the ideal role model, but his advice was always crisp and helpful to recall at the right moment.

Yes, one must admit that our philanthropy is useless, boring, and absurd. But still, you must agree, one can't sit with one's hand in one's lap; one must do something.

Philanthropy

But as he approached fifty, Kenny yearned to do something different. Someone told him that More Than Money—the same inheritors group Jeff Weissglass got involved with—was hiring an executive director. He landed the position and, in short order, discovered that his pregnant teens had at least one thing in common with these young heirs and heiresses: Society defined and stereotyped both groups by how much money they did or didn’t have. The foundations that funded adolescent pregnancy care assumed the girls were getting knocked up because they were poor, “which was not necessarily true,” Kenny says, whereas the inheritors were pegged as “entitled and spoiled and lazy—and there’s no basis for that.” The anti-inheritor bias proved so toxic that some of Kenny’s former colleagues shunned him after he took the new job. “They’re like, ‘What a sellout! What a cop-out! Why would you do that?’ ” he recalls. “What does it say about our culture that everyone wants to win the lottery in some way, shape, or form, and there’s a whole segment of our culture that hates people who win the big payout.” This is indeed a paradox. Oscar Mayer heir Chuck Collins gave away his $500,000 inheritance in 1986, when he was a young man. (Invested in the S&P 500, it would be worth about $14 million today.) He has since dedicated himself, through the Institute for Policy Studies, to educating the American public about inequality. His memoir, Born on Third Base, includes the following scene: Speaking to a crowd of about 350 people, he asks who among them feels rage toward the wealthiest 1 percent. Almost everyone raises a hand. He then asks, “How many of you wish you were in the wealthiest 1 percent?” They laugh, but again, almost everyone. “People are envious,” Kenny says. “And what you end up doing with envy is demeaning whoever it is that you envy, because they have what we think we deserve.” During his time at More Than Money, Kenny grew friendly with Paul Schervish, then the director of the Center on Wealth and Philanthropy, and when Schervish offered him the associate director job, Kenny jumped. He’d seen how inheritors grappled with their unearned fortunes. Now he wanted to better understand their parents. Havens was the numbers guy “and I was in charge of: ‘I’d like to know what these people are thinking, and nobody ever asks them.’ 

Goal setting works best when you have long-term goals and short-term goals in different areas of your life. Of course, you’re not going to have goals in every area, but you want to choose enough different ones to sustain your interest. Some examples of goal areas are Family relationships and your home; Humanist, volunteer, philanthropy, ethical; Social, cultural, travel, entertainment; Finances, career, education; Physical, diet, exercise; and Fun.

In short, by this time, Castro had concluded that the nation’s political, social, and cultural problems required real solutions beyond the reach of individual conscience, no matter how well-meaning. The crisis in housing, education, and health care were “problems for the state to resolve.” The way to address inequality was not through philanthropy but by taxing “the owners of 5th Avenue and Country Club mansions, recreational farms, aristocratic clubs, inheritance, and luxury.” Only then could Cuba ensure that no patient died because a rain shower had put off a fundraising drive, or because some soaking-rich countess had taken ill. It was past time for the very rich to lapse into extinction—“like Siboney Indian chiefs and manatees.

This, in turn, only reinforces the unrealistically low assumptions that kicked off the cycle in the first place. And so the cycle repeats itself. Over time, funders expect grantees to do more and more with less and less. These leadership and funding challenges intersect in troubling ways. Nonprofit leaders are typically under relentless pressure to raise money to support existing programs and, if they are truly fortunate, to innovate, improve, and do more. As a result, they’re perpetually in “sell mode,” externally focused and intent on persuading people to contribute their money, time, and influence. Even the most successful nonprofits usually have to raise the funds for each year’s operating budget anew. Their leaders never forget that if they come up short in that effort, the organization’s very existence may be imperiled.