March 31, 2013
(Bradford K. Smith is the president of the Foundation Center. In his last post, he wrote about the linguistic creativity of funders who award general operating support.)
April 1 is the most important day of the year on my calendar, and not because it's April Fools' Day. No, April 1 is the opening day of trout fishing season here in New York State -- and if it's like past opening days, it will be icily cold, wet, and unproductive, with my chances of actually catching one of those wily trout almost zero. Still, I'll be out there -- early -- because trout fishing is my form of meditation, the one thing I do that takes my thoughts as far away from work as possible, to nowhere.
Given that my work is the business of philanthropy, I thought I'd share a list of the things I will NOT be thinking about while I am, as author John Gierach puts it, "standing in a river waving a stick." Here goes:
Is philanthropy effective?
Is philanthropy efficient?
Is philanthropy strategic?
Is philanthropy catalytic?
Is philanthropy innovative?
Is philanthropy transparent enough?
Is philanthropy too transparent?
Does the Foundation Center's data capture the uniqueness of each foundation?
Will the foundation world ever agree on data standards?
What is the difference between an outcome and an output?
Is there too little collaboration among philanthropy "infrastructure" groups?
Is there too little collaboration among foundations?
Is limiting the lifespan of a foundation better than establishing a foundation in perpetuity?
Is perpetuity better than limiting the lifespan of a foundation?
Who will be the next president of the Kellogg Foundation?
Who will be the next president of the Ford Foundation?
Who will be the next president of the (fill in the blank) Foundation?
Is there a viable business model for open source, open data, open anything?
Can philanthropy keep up with technological change?