Building Strong Nonprofits E-Book

John Olberding

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 268

Veröffentlichungsjahr: 2010

Beschreibung

A proven, strategic plan to help your nonprofit emerge from the 2008-2009 economic storm

Utilizing the extensive expertise of leading fundraising consulting firm Skystone Ryan's executive leadership team and managing consultants to explore and illuminate the most timely issues facing the philanthropic community, Building Strong Nonprofits: New Strategies for Growth and Sustainability identifies new opportunities to define the future of philanthropy.

• Includes notable contributors from the Skystone Ryan leadership team
• Analyzes the most potent trends and developments and interpret their implications for the future of philanthropy
• Offers eight to twelve essays, each by a different Skystone Ryan consultant with particular experience, insight, and expertise in the area

Building Strong Nonprofits: New Strategies for Growth and Sustainability is you, whether you are a nonprofit leader, executive director, board member, or development director, and are becoming aware that new organizational strategies are called for if the same old donors are not supportive in the same old ways.

Leseprobe

Table of Contents

Cover

Title

Copyright

Dedication

Acknowledgments

Introduction

CHAPTER 1: A New Day for Philanthropy

The Big Picture

What Will Be Different

What Will Not Change

Conclusion

CHAPTER 2: A Person of Influence, A Sculptor of the Universe: How Women Are Changing the Face of Philanthropy

Women Are in the Game

There’s Power in Numbers

Let’s Get Together and Give!

Moving onto the Big Stage

Who Are the Women on Your Team?

Conclusion

CHAPTER 3: The New Nonprofit: How Human Nature, Business Principles, and Financial Realities Are Transforming the Missions, Management, and Finance of Nonprofit Organizations

A Period of Significant Change in the Nonprofit Sector

Why Are Things Changing?

What Is Changing?

Conclusion

CHAPTER 4: High-Impact Nonprofit-Corporate Partnerships

Trends in Corporate Giving

Areas of Corporate Funding Interest

High-Impact Partnerships: Investing for the Upturn

Conclusion

CHAPTER 5: Casting Your Net into the Social Media Ocean

What Is Social Media?

Social Media by the Numbers

Planning Your Social Media Strategy

Social Media Tips to Consider

A Closer Look at Social Media Tools

Raising Money with Social Media

Social Media Impact on Search Marketing

Major Donors in Social Media

Conclusion

CHAPTER 6: All Sails Unfurled: Education and Professionalism for Philanthropic Professionals

Challenges Facing the Career Path Professional

Lifelong Learning as a Discipline

The Pursuit of Professionalism

Conclusion

CHAPTER 7: Diversity in Philanthropy: A New Paradigm

A Primer on African-American Philanthropy

The Status of Solicitors of Diverse Backgrounds

A Solution: Institutional Resolve and Commitment

Developing a Pipeline: Looking to the Future

Conclusion

Appendix A—Black Philanthropy References

Appendix B—Resources

CHAPTER 8: Twenty Years … and Learning

Beginning from the Beginning

A Look at the “Big Two”: India and China

Latin America: A Disparate Region

Diaspora: New Opportunities and Giving Circles

Conclusion

Notes

About the Editors

About the Authors

The Skystone Ryan Prize for Research on Fundraising and Philanthropy

Criteria, Selection, and Honoraria

Previous Research Prize Winners

Index

End User License Agreement

List of Illustrations

CHAPTER 5: Casting Your Net into the Social Media Ocean

Figure 5.1 The DonorDrive Effect

Figure 5.2 Twitter

Figure 5.3 MySpace Widget

Figure 5.4 Facebook Widget

Figure 5.5 Social Media Link Box on all Related Sites

Figure 5.6 Flickr Photo Gallery Shared by Community

Figure 5.7 Facebook Team Captain Page

Figure 5.8 YouTube Video Created by the Chapter

Figure 5.9 YouTube PSA Video Created by HQs

Figure 5.10 Search Engine Example

CHAPTER 7: Diversity in Philanthropy: A New Paradigm

Figure 7.1 Support of UNCF by Black Churches

Figure 7.2 Sector of Employing Organization

Figure 7.3 Level of Responsibility

Guide

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Building Strong Nonprofits

NEW STRATEGIES FOR GROWTH AND SUSTAINABILITY

Edited by

John C. Olberding

Lisa Barnwell Williams

Copyright © 2010 by Skystone Ryan. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at [phone], outside the United States at [phone] or fax [phone].

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Library of Congress Cataloging-in-Publication Data

Building strong nonprofits : new strategies for growth and sustainability / edited by John C. Olberding and Lisa Barnwell Williams.

p. cm

Includes bibliographical references and index.

ISBN 978-0-470-58787-4 (cloth)

1. Nonprofit organizations—Management.    2. Nonprofit organizations.

I. Olberding, John C.    II. Williams, Lisa Barnwell

HD62.6.B85 2010

658.4'012—dc22

2009050967

The editors and authors dedicate this volume to Robert L. Thompson,legendary head of the respected fundraisingconsulting firm of Ketchum, Inc.,and long-time colleague, partner, and member of theSkystone Ryan Board of Directors.

Acknowledgments

Many of the individuals who assisted in the development of chapters are thanked therein. In addition, the editors want to acknowledge the contributions of the following:

Skystone Ryan partners Blanche Gaynor, Elizabeth Knuppel, and Jack Kerber, for editorial assistance.

Our office team, Pam Wallace and Marcia Butler, for supporting our efforts.

Skystone Ryan consultant and author Martin Novom, for sharing with us the experience he garnered working with John Wiley & Sons on his 2007 book,

The Fundraising Feasibility Study: It’s Not About the Money

.

Susan McDermott and the John Wiley team, both for providing the opportunity for Skystone Ryan to share our expertise and for their invaluable support in the preparation of this initial volume.

Introduction

Welcome to an exciting new adventure!

All of us at Skystone Ryan Inc. are, at heart, idealists. We want to use our energy and talent to make the world a better place. We find professional satisfaction, and indeed joy, in advocating for the world of nonprofit organizations as they educate and inspire, uplift and heal, convert and care for our fellow man.

We do this quietly every day as we work with nonprofits throughout the country and around the world to energize their advocates and benefactors, to set—and surpass—challenging financial goals, and to discover their greatness.

We also delight in doing this within our profession by serving on the boards of local chapters of the Association of Fundraising Professionals, speaking at workshops and conferences, teaching academic courses on fundraising and nonprofit management, publishing our Issues in Philanthropy newsletter, mentoring colleagues, promoting scholarly professional development by awarding the Skystone Ryan Prize for Research, and in many other ways.

Now, we are especially honored by the invitation from John Wiley & Sons to share our perspectives and our expertise with you who are our professional colleagues in a new way, through the publication of Building Strong Nonprofits: New Strategies for Growth and Sustainability. Once or twice each year we will be writing about the topics that touch each of us as development professionals. Our hope is that we can be a partner with you in your continuing education, inyour path to greater success in serving others through philanthropy.

Frankly, our aspiration for this series is high: We want to assist you to become a philanthropist, in the fullest sense of that word. As we view it, a philanthropist is one who cares deeply for others, one who is committed to giving of self to support those cases that serve mankind. We want to help you on that noble career journey by sharing with you new insights, new tools, new ways of thinking, of doing, of leading, and of serving. We want to help you as you live out your own personal commitment to generously give your time, your drive, indeed your professional life to the noble task of promoting the common good. Come along with us on this exciting adventure!

J. Patrick RyanChairmanSkystone Ryan Inc.

SKYSTONE RYAN BELIEVES THAT PHILANTHROPY LIES AT THE HEART OF HUMAN GREATNESS

Founded in 1975, Skystone Ryan Inc. is one of the nation’s leading fundraising consulting firms. With offices in cities across the United States and affiliated firms in Canada, Mexico, and around the globe, the firm works with nonprofit organizations of every size, including colleges and universities, professional associations, civic and cultural groups, social service agencies, hospitals, and religious organizations. Much of Skystone Ryan’s work focuses on planning and executing capital campaigns, but we also facilitate or provide planned and annual giving programs, prospect research, institutional planning, board development, staff training, executive search, development-related writing and graphic design, and a host of other services. Skystone Ryan draws its strength from a diversity of client experience; a tailored, team approach by senior professionals; an international perspective; and service from fully staffed regional offices.

CHAPTER 1A New Day for Philanthropy

JOHN C. OLBERDING

“It was not,” she declared, “October 29, 1929. That was not the Great Depression’s most important moment.” My grandmother paused dramatically, almost reverentially, as she recalled her most vivid memory of that time.

“It was the day,” she declared, “that Roosevelt closed the banks.”

“That’s when everything changed.”

March 6, 1932, was practically a sacred day to Granny, because, as she put it, “We knew, finally, that we would be all right. That things would change—they would have to change—and that each one of us could play a small part in that change.”

Historians may argue the economic importance, and even the legality of President Franklin Roosevelt’s action—his first official proclamation upon taking office. But to hear my grandmother describe it, “The sun’s place which was so low on the horizon for the past several years seemed finally that day to be more dawn than dusk.”

“Instead of wondering if there would even be a tomorrow, we began to ask ourselves what we would do with today.”

One answer to that question over the subsequent years came in the way the country began to adjust the ways in which it supported public charities. A number of landmark developments signaled a real and palpable evolution in philanthropy:

The National Society for Crippled Children launched in 1934

its first “Easter Seals” campaign, introducing a national campaign strategy based on the simple concept of buying and affixing stamps to letters to the entire country. The next year, President Franklin Roosevelt announced the creation of the

National Foundation for Infantile Paralysis

and, in 1938, Eddie Canter coined the name “

March of Dimes”

as he urged radio listeners to send their spare change to the White House to be used in the fight against polio. In many ways these initiatives, using what were then modern mail and mass communication techniques, began the national democratization of philanthropy that today we take for granted as the foundation of a charitable society.

Through the Revenue Act of 1935

, corporate foundations were codified in U.S. tax law by permitting corporations to deduct charitable contributions up to five percent of taxable income. Together with the emergence of the Community Chest, corporate philanthropy could be seen as a separate and significant force.

In 1935, the American Association of Fund-Raising Counsel

was formed—the first organization to recognize the design and effective execution of charitable fundraising efforts and practices as a profession.

In 1935, the Winston-Salem Community Foundation

received its first donor-advised funds. Today there are more donor-advised funds in the United States than traditional private foundations.

The Ford Foundation was chartered in 1936

by Edsel Ford and two Ford Motor Company executives “to receive and administer funds for scientific, educational and charitable purposes, all for the public welfare.” After the death of Edsel and Henry Ford, it became the world’s largest foundation and expanded its mission to “promoting peace, freedom, and education throughout the world.” Combined with the movement toward the global initiatives of the Kellogg Foundation (also founded in the 1930s), the Ford Foundation led the way toward a new internationalization of philanthropy that would be spurred by World War II and its aftermath.

In 1937, John Rockefeller died, leaving an estate worth $1.4 billion and bequests to charity totaling $530 million. To comprehend the magnitude of this estate today, economists estimate that as a measure of share of GDP today, it would be worth $210 billion, or roughly seven times the net assets of the Bill and Melinda Gates Foundation!

It is difficult to imagine the impact of these various events—all happening in the span of just five years—on modern philanthropy. The Great Depression was a catalyst for what today we know as corporate philanthropy, professional fundraising, fundraising by mail and media, donor-advised funds, “mega-gifts,” and international fundraising.

It is not too much of a stretch, then, to see parallels in today’s philanthropic landscape. Following the worst economic crisis since the Great Depression, we are faced with a new menu of opportunities and challenges stoked by technology and tempered by an awareness of finite resources. How we recognize and respond to those opportunities and challenges is sure to shape the face of philanthropy for decades to come.

The Big Picture

The pages that follow explore how the philanthropic sector might evolve in such specific areas as social media, the global economy, social entrepreneurship, and cause-related marketing. Seen together, though, a number of themes emerge that may provide some insight into the next generation of philanthropy. Philanthropic trends follow greater political and social movements—toward or away from democratization or specialization, for example—and many of the predictions and trends identified in this book are based on our individual and collective judgments as to what course the next generation may take. At the end of the day, these are subjective predictions (I think the shock of the Great Recession has humbled many in the forecasting business!), but we hope they may be useful in planning the important work of the nonprofit community in the years to come.

What Will Be Different

Here, then, are one person’s thoughts on what is likely to be quite different—and quite similar—in the philanthropic world in the years to come.

Personal Philanthropy Will Increase Dramatically

In both total contributions and as a percentage of wealth, I believe that we will see a substantial increase in giving over the next decade for the first time since records have been reliably kept. Do I believe that human nature will suddenly change and people will be simply spontaneously more generous? In a word, no. There are several mechanical and social factors, however, that I think will spur greater personal giving.

The first factor related to public benefit organizations is the palpable shift in funding from public to private sectors. This is happening both in the United States and, increasingly, worldwide. In short, governments are politically losing the ability to tax. Even the most socialist countries and the most liberal states and localities have found that increasing taxes is practically impossible. Meanwhile, the press of increasing demands caused by a number of factors—population growth, upward mobility, deferred social investments, to name just a few—will be shifted to the philanthropic sector. More and more, governments themselves are getting into the fundraising business. Areas that were once primarily publicly funded, such as libraries, parks, and government-owned hospitals, are now opening or dramatically enhancing fundraising offices. Public funds that are available will increasingly come with private fundraising strings. This hardly means that there is a greater need for funds in the next generation than there were needs in generations (much less centuries) past. It does mean, however, that the sheer volume of solicitations will grow significantly and giving is likely to follow.

Secondly, the next generational transfer of wealth is likely to skew far more to charitable causes than to family. Some of this is based on simple demographics: the affluent of today have fewer family members than those of the past. But many of us who have been working with nonprofit organizations for over a quarter century have also noticed a more fundamental change in the ethos of conspicuous consumption and estate planning encapsulated in the question Jack Nicholson’s private eye, J.J. Gittes, asked of John Houston’s water-robbing mogul, Cross, in the Depression-set Chinatown: “Then why are you doing it? How much better can you eat? What can you buy that you can’t already afford?”

The past generation of conspicuous consumption, like the Roarin’ Twenties, seems poised to be followed by an era of greater generosity. The very wealthy will be more able and more inclined to make the kind of transformational gifts once relegated to the Fords, Rockefellers, MacArthurs, Gates, and Kelloggs. That will be especially true, I believe, in wealth transference. Certainly, children born into great wealth will continue to enjoy the benefit of family wealth, but there will be fewer such children and the benefits will have limits. In recent years, I have heard several quite affluent individuals offer something like: “My family will be well-enough cared for; they don’t need to have everything handed to them.” I never used to hear that. Even more gratifying is that I also hear more and more family members agree. I definitely never used to hear that!

Beyond greater demands on philanthropy and an emerging culture that might better promote it, I anticipate that the fundraising profession will reach a new level of maturity and competence. Fundraising will be buoyed by better clinical research in the field, more extensive educational offerings than ever before, and greater efficiencies propelled by technological and communication advancements. We have a long way to go in all of those areas, to be sure, but it stands to reason that a larger, more experienced, and vastly better equipped and educated profession will have a catalytic effect on overall giving.

The Nonprofit Sector Will See Both Major Consolidation and Diversification

I believe we will see competing currents that will dramatically alter the landscape of philanthropy over the next generation.

On one hand, the spate of mergers and consolidations begun in the past decade in education and health care is likely to extend to the arts, to associations, and to the environmental and social service organizations. The financial crisis that most charitable organizations experienced over the last years has forced many to openly, honestly, and bravely look at fundamental questions of mission, organization, and “competition.” The corporate and foundation communities, in particular, have long encouraged nonprofits to consider consolidation with others with similar missions; those encouragements will increasingly have carrots and sticks accompanying them.

On the other hand, the preference of the next generation of philanthropists is clearly toward a more personal customized approach. The explosion of donor-advised funds is one indication. So is the burgeoning of giving circles and social entrepreneur institutes, clubs, and associations. The Internet makes it possible to craft “boutique” charitable organizations in a customized and immediate way that will provide greatly more diversified and specific choices. No disease will be too rare, no art will be too arcane, no service will be too remote or specific to have its own Web site and related fundraising opportunity.

These cross-currents of propagation and consolidation of nonprofit organizations combined with a more “hands-on” attitude by more and more donors will promote, I imagine, the cottage industry of donor advocacy. As consultants to nonprofit organizations, we are already seeing an interest in such donor-centric assistance.

Larger consolidated organizations will have greater appeal for larger institutional donors, such as corporations and major foundations wishing to form effective strategic partnerships. They will not be as content as in the past to simply publish giving criteria and wait for the mail to arrive with that quarter’s proposals. They will be proactive in seeking out—or even creating—those organizations that can best leverage their social and financial investment. They will also welcome objective assistance in finding suitable partners in both the philanthropic and charitable communities.

An example of this approach is one fostered in recent years by several major foundations in forming the Africa Grantmakers Affinity Group. These blue-chip foundations—Carnegie, Ford, Hewlett, Kresge, MacArthur, Mellon, Rockefeller—recognized in 2004 that the formidable demands on the philanthropic sector of promoting, for example, higher education in Africa would benefit from partnership and consolidation of efforts. In the future, I believe, more such affinity groups will be formed among donors and charities alike with a focus that begins with an opportunity or problem to be solved, and then they’ll find partners—as opposed to the traditional approach where an individual institution identifies a need and seeks to fulfill that need itself.

Another kind of philanthropic “matchmaking” will develop with individual donors and smaller or “boutique” charities at the other end of this trend line. In these instances, an individual may be interested in say, public education at the high school level using the Montessori Method. Perhaps he or she was inspired by a positive experience with Montessori at the lower levels and had heard of recent but limited positive developments in extending this pedagogy to the secondary level.1 The traditional approach would have this individual incorporate a new foundation, attempt to find a few like-minded individuals (typically from among friends, family and associates) and begin with a local project in a local school. In the new paradigm, however, such an idea and such an individual need not be so limited. Using Web-based social networks and simple search engines to complement traditional networks, the individual philanthropist or representative can test the waters on a far more global basis. They’ll find both fellow funders and already-developing capital or research projects to address the “cause” in a more comprehensive and organic process. It is, to be sure, a model of organizational development with its own pitfalls and tradeoffs, but one that is nonetheless likely to be more and more common in the generation ahead.

The new philanthropic landscape, then, will be particularly dynamic. There will be something like geometric growth in the number of moving parts: size, number, specialization, breadth, culture, location, to name just a few variables. This will certainly lead to the potential for great marketplace confusion as the sheer volume of movement will make for a degree of instability that may be nerve-racking and exciting at the same time for donors and charities alike.

Ironically, the short-term effect of this dynamism may well be that well-established traditional nonprofits such as churches and schools will have an even stronger position. Key older and more affluent constituents will tend to hold fast to the masts of their local congregation or their alma maters amid the greater turbulence.

The Fundraising Profession Will Be Besieged by Critical Personnel Shortages, Scandal, and Counterproductive Regulation

The downside of greater societal reliance on philanthropy worldwide and the increased diversification and consolidation within the field will be acceleration of a troublesome cycle in the profession: a shortage of trained and competent professionals leads to greater likelihood of scandal and corruption, which leads to greater rules and restrictions on fundraising professionals, which leads to greater shortages of qualified professionals. To better understand this cycle, it may be useful to consider the evolution of the profession from the hallowed halls of academia to the frequently unwelcome ring of the telephone at dinnertime.

At the time in 1969 that my father, Greg, made the decision to move from a career in public relations into fundraising, the field was barely and loosely recognized as a profession. Even the national gatherings of what was then the 10-year-old National Society of Fund Raising Executives were held in small hotel ballrooms with attendance measured in the hundreds. He was typical of those who would gather at that time, coming to the profession out of a genuine interest in charitable work (he was a former seminarian and teacher who had worked at the local Community Chest), but with no academic or formal training in the field. There was little pertinent literature (though he did proudly pass on to me his copy of the seminal Designs for Fundraising, by Harvard’s Harold J. “Sy” Seymour). The primary sources of wisdom, experience or thought were available for those in a campaign and hiring professional counsel or through exchanging ideas with each other. When Dad joined the staff of St. Xavier High School in Cincinnati, fundraising was still only part of his job.

Today, that same Jesuit school has a professional staff of 10, and our professional organization, now called the Association of Fundraising Professionals, numbers over 20,000 from all around the world. There is a well-stocked library of literature in the field (to which we hope the Skystone Ryan series is a welcome addition), and a number of formal academic programs have been instituted, led by the Center for Philanthropy in Indianapolis. Admirable as is much of this progress, however, it is woefully inadequate to meet the explosion in demand for competent stable ethical professionals.

The fundraising profession still suffers from many of the same dynamics that my father encountered upon entering it 40 years ago: unreasonable and inconsistent expectations, inadequate academic or professional training or standards, and a built-in “glass ceiling” in the nonprofit sector that encourages frequent job changes for the best and brightest. The average work span of a director of development in a given nonprofit organization is estimated at 20 months. By the time those professionals have gone through one calendar year of appeals and events and funding cycles with an organization and are just beginning to be familiar with the mission and to develop personal relationships with donors and volunteers, they leave. Why?

In economic terms that might be employed in the for-profit sector, the supply of capable human resources is simply not keeping up with the demand. There are nearly one million nonprofit organizations in the United States alone and only a small fraction are staffed in their fundraising efforts by professionally trained or adequately experienced staff. That by no means reflects on the dedication, intelligence, or commitment of the organizations or staffers who do not have such experience or staffing; just a simple function of mathematics. To compensate, the for-profit market would say that a great fundraising executive would be given incentive by commensurate monetary compensation, for instance, or by a significant investment in professional development, and that such monetary compensation would be a wise investment. For better and for worse, however, that principle does not apply as much to the culture and sensitivity of charitable organizations. Not every value can be reduced to fiscal terms. It is unseemly to pay the market rate for an organization’s fundraising professional when the market rate for that same organization’s chief social worker, or educator, or curator is very often so much lower.

So, an understandable but often counterproductive glass ceiling is created; a talented professional who gains experience at one organization realizes his or her market value only by moving to the next stop.

Unfortunately, that is not the only reason for the profession’s high turnover. Often, the person or persons hiring and supervising the development professional, or the individuals applying themselves, simply fail to understand the job. “Fundraising” means many different things to many different people, and expectations for a particular position by one or both parties are often either unrealistic or unclear. In the absence of those with experience or training, the natural inclination is to look at “related” professions, with unpredictable results. Someone who is, say, a good volunteer or a good salesperson may make, with decent training or coaching, a great fundraising professional—or a lousy one. The reality is that with no better alternatives, the wrong people are often hired, or the right people are hired but often evaluated incorrectly. Or they simply move on to better positions.

The growing staffing crisis in professional fundraising combines with several other factors touched on earlier—the dramatic and dynamic growth of the nonprofit sector and its blurred boundaries with the government and for-profit sectors—to provide the makings of scandal and corruption. Any time large amounts of money change hands with less than professionally adequate oversight and within increasingly complex organizations, there is the opportunity for mischief. It is a tribute to the sacred position of philanthropy in our collective ethos, frankly, that scandals regarding charitable gifts have historically been few and mundane. To be sure, some individual organizations have been severely hurt by incidents of excess, scheming, and occasional abject fraud, but the world of philanthropy as a whole has yet to be rocked by a significant scandal.

I am afraid that will change in the coming years.

I promise to you and the authorities that I have no firsthand knowledge or insight into any particular malfeasance. I certainly hope I am mistaken. But if crimes are based on motive and opportunity, human nature has long provided the motivation to do evil as well as good, and it seems that there will be unprecedented opportunity. If robbers rob banks because “that’s where the money is,” as more money goes toward charity, the largest of those charities may become targets for the biggest crimes. If such a crime occurs—via Ponzi scheme, extortion, embezzlement or the like—tightened regulations for both charity and donor will inevitably follow.