Foundation Administrator, The

Foundation Administrator, The: A Study of Those Who Manage America's Foundations

Arnold J. Zurcher
Jane Dustan
Copyright Date: 1972
Published by: Russell Sage Foundation
Pages: 188
https://www.jstor.org/stable/10.7758/9781610440172
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  • Book Info
    Foundation Administrator, The
    Book Description:

    This book offers a systematic study of those individuals who derive their livelihood and professional satisfactions from foundation employment above a clerical level. Replies to questionnaires addressed to foundations and to foundation staff, supplemented by other research, enabled the authors to secure a wealth of data, not previously available, concerning such staff personnel. The data relates to their origin, education or training, professional or occupational background, personal qualities, recruitment for foundation service, job specialization in foundations and in-service and on-the-job training, salary levels, retirement, fringe benefits and perquisites of various kinds. These data are systematically analyzed according to the employing foundation's asset size, program, founding auspices, staff size, geographical location, and other variables. The comprehensiveness of the data also makes possible a census of full-time and part-time staff employed by all foundations and better reveals the rather distorted pattern of the distribution of that staff among the employing foundations.

    A feature of the study is a chapter that tabulates and analyzes the comments on foundation employment of some 420 foundation executives-on their satisfactions, dissatisfactions, and frustrations and on how foundation employment might be made more attractive. The pros and cons of the related issue of increased professionalization of foundation service is considered in the light of these comments and from the standpoint, also, of the current philanthropic policies of different kinds of foundations. The probable long-term effect on foundation service of certain provisions of the Tax Reform Act of 1969 is also examined.

    eISBN: 978-1-61044-017-2
    Subjects: Business, Sociology

Table of Contents

  1. Front Matter
    (pp. i-iv)
  2. Table of Contents
    (pp. v-vi)
  3. List of Tables
    (pp. vii-xi)
  4. List of Figures
    (pp. xi-xii)
  5. Preface
    (pp. xiii-xvi)
    ARNOLD J. ZURCHER and JANE DUSTAN
  6. Introduction
    (pp. 1-18)

    Although foundations have played a prominent and, on the whole, commendable role in promoting American scientific and cultural life, the way in which they operate and make decisions remains largely a mystery to the general public. Often, it is a mystery to that part of the public which is otherwise well informed. This study of the foundation administrator has been undertaken in the belief that systematic knowledge about the managers of an enterprise is a key to understanding the enterprise itself. Knowledge based chiefly on empirical data that have been objectively analyzed and interpreted is especially useful. In any case,...

  7. 1 The Extent of Foundation Staffing—Absence of Staffing Policies
    (pp. 19-36)

    In a country that sets such store by managerial skills in its business structure as does the United States, it is something of a paradox that extension of these skills to nonprofit enterprise has been so slow. Full-time, professionally trained, and properly rewarded executive leadership and adequate staffing in administrative posts have only recently been accepted in the nation’s universities, colleges, hospitals, and similar institutions. Many of even these organizations continue to rely for administrative tasks on their operating or professional staffs or upon their boards of trustees or other volunteers.

    The American private foundation has been particularly backward. Whereas...

  8. 2 The Employment and Specialization of Staff
    (pp. 37-54)

    Initial staffing by most foundations is frequently casual. Often a foundation’s first move toward staffing is the hiring of an individual on a part-time basis to help guide the administrative, financial, and/or program aspects of its activities. The appointee, who may or may not be a member or friend of the founding family, may remain on a part-time basis over a period of years, or he may gradually assume full-time status as the assets and activities of the foundation increase.

    In lieu of such an appointment, a very few small, family supportive, foundations begin staffing on a cooperative basis, an...

  9. 3 Preparation, Recruitment, and Retirement of Staff
    (pp. 55-74)

    As with other aspects of foundation personnel administration, there is a wide variety of practice relating to preparation and recruitment of candidates for service with foundations. These differences reflect the variation in the type of foundation—its asset size, the kind of program it supports, and even the degree to which it has already accepted the idea of a paid staff. Among foundation heads and personnel officers opinion also varies considerably on the personal qualities to be sought in a candidate, on the educational and professional background the candidate should possess, and on whether or not a candidate ought to...

  10. 4 The Compensation Practices of Foundations: Chief Executives
    (pp. 75-84)

    No aspect of this study has inspired more questions and expressions of interest than the subject of salaries and such allied compensation as fringe benefits. Judging from the formal and informal inquiries from people within the foundation community and from others outside it, there is a keen desire for information on salaries for immediate use in specific situations. As indicated in Chapter 3, for the past four or five years there has been a moderate turnover in foundation employees, and a modest number of people are being hired from time to time. Moreover, although the fact is difficult to document,...

  11. 5 The Compensation Practices of Foundations: Staff Compensation and Fringe Benefits
    (pp. 85-104)

    For purposes of comparison and discussion, the study’s directors, as noted earlier, established ten categories of positions in addition to that of chief executive, gathering the almost infinite variety of specific titles under general labels designed to be functionally descriptive.¹ In this second chapter on compensation, the salaries of all executive staff persons other than chief executives are examined according to their categories. Also included in the discussion are such data as have been collected on the remuneration of trustees. Another section of the chapter is devoted to practices relating to fringe benefits, but here all foundation personnel is included...

  12. 6 The Foundation Administrator Looks at His Job
    (pp. 105-122)

    Up to this point the focus has been on the factual data that relate to the foundation administrator and the institution for which he works. In analyzing and interpreting these data, policies and practices that affect foundation executive-level staff have been examined, and various aspects of the role and status of the foundation administrator have been explored in depth. These aspects have included the educational and professional backgrounds of the administrator, the way he is recruited, the work he does in a foundation, and his compensation and fringe benefits. The discussion provides an appropriate setting for an element of this...

  13. 7 Conclusions and Outlook
    (pp. 123-134)

    Although the foundation has been the object of several earlier studies focusing on such aspects as its trustees, its investments, and its relations with government,¹ this study is the first to undertake a systematic examination of those who administer foundations. In it some attention has been given to foundations that operate without paid staff and rely on paid or unpaid trustees. But the study’s principal aim has been to provide reliable data, as well as comment reinforced by the data, about the contemporary, paid, foundation administrator. These data include his training and background, the way in which he is recruited,...

  14. Appendix I
    (pp. 135-142)
  15. Appendix II
    (pp. 143-156)
  16. Appendix III
    (pp. 157-168)
  17. Index
    (pp. 169-171)