Staffing the Foundation
By A. Scott DuPree and David Winder with Cristina Parnetti, Chandni Prasad and Shari Turitz | August 2000 | View Full Text | Email Link

Abstract

This is a chapter from the Foundation Building Sourcebook: A Practitioners Guide Based on Experience in Africa, Asia and Latin America.

This chapter examines how a professional staff is hired and developed so that they can effectively carry out the foundation's programmatic and administrative responsibilities. In the first case, the role of the Executive Director is examined. The second example explores the well-developed personnel systems of the Foundation for the Philippine Environment (FPE).

Examples
- The Role of an Executive Director: Esquel Ecuador Foundation
- Personnel Systems: Foundation for the Philippine Environment

Summary Points
- A founder who wants to play the role, has proven capable and has gained the trust of the Board could be effective in an executive staff position.
- A well-developed personnel system can ease the staff recruiting process over the long run.
- Staff development plans can help to enhance the skill of staff in areas where existing expertise cannot be identified and can help to keep up staff morale.
- A staff evaluation system can help to improve relations between supervisors and staff.

Funding for the Sourcebook was provided by the Charles Stewart Mott Foundation, with additional support from Aga Khan Foundation Canada, the Asia Pacific Philanthropy Consortium, Avina, Inc., the Ford Foundation and the Open Society Institute.

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Foundation-Building & Philanthropic Practices | Governance, Leadership & Boards | Foundation-Building & Philanthropy Tools & Sample Documents | Foundation & Philanthropy Case Studies | Americas | Ecuador | The Philippines | Southeast Asia