May 09, 2014
So it is no surprise that of all the managerial issues presented in time-limited foundations, those involving human resources – and the emotional toll attached – claim the greatest amount of energy and deserve a great deal of thoughtful and purposeful attention.
Two recent pieces in this series captured ground-level dynamics of employees choosing to leave or join a time-limited foundation. And so here, it's logical that I address some of the personnel management issues that have emerged during this period at The Andrea and Charles Bronfman Philanthropies (ACBP).
From the inception of ACBP in 1986, Andrea and Charles Bronfman understood that staff was the most important resource. Our founders manifested that understanding in a variety of ways – some practical, some symbolic – but all with the objective of developing, incubating, supporting, and integrating staff as key players in realizing ACBP's philanthropic mission.
One example of this was the existence of a full-time human resources manager and an information resources management professional on our staff. While this may appear standard, even mundane, for us it was not. These positions could well have been outsourced, considering the relatively small size of our staff. But their in-house presence underscored the centrality of their roles and the high value placed on personnel in the overall ACBP framework.
Neither of these positions exist now – one is outsourced and the other has been absorbed by an existing staff member – even though ACBP is still slightly less than two years from complete spend down. This simple fact well reflects the sloping reality of operating in a spend-down environment, and doing more with less in a thoughtful and deliberate manner.