In Begging For Change, with the help of writer and editor Howard Yoon, nonprofit guru Robert Egger recounts his experiences working with the hunger movement in Washington, D.C. while calling for a complete restructuring of the nonprofit sector as a whole. The book does not provide a solution for every single problem that nonprofits will inevitably face, but it contributes to the conversation of how to rid the industry of waste and ineffectiveness.
Egger starts the book with a brief history of the evolution of the modern nonprofit sector. The industry as we know it materialized in the late 19th century, when steel and oil tycoons Andrew Carnegie and John D. Rockefeller decided that it was their moral and social obligation to save the souls of the less fortunate. They were vital in jumpstarting the shift from the concept of charity to an innovative vision of philanthropy, which improved society as a whole instead of individuals. As the years went on, more and more of these philanthropic nonprofits emerged – especially through Franklin D. Roosevelt’s New Deal policies and the “Great Society” that surfaced under Lyndon B. Johnson’s administration.
However, Egger goes on to argue that the creation of more charities does not necessarily mean more good is done for society. With so many nonprofits fighting for limited control and resources, turf wars between philanthropic organizations are unavoidable. In addition, most nonprofits are structured for optimal survival instead of optimal results. Egger suggests that society needs to get rid of the organizations that do not exemplify leadership and unity, and reward those that do. His analysis of the competition that exists in the nonprofit sector is both eye opening and honest.
Drawing from his experiences running D.C. Central Kitchen, a soup kitchen and 12-week training program that teaches basic culinary skills, literacy and other life skills to the homeless, the author clearly demonstrates that fixing the flawed nonprofit sector is not such an easy task. But he does provide relevant suggestions, and asserts that the first step in changing the nature of this industry is to get rid of stereotypes. In the charity business, we need to stop blaming the victim or blaming the society for the situation at hand. Instead, Egger claims, we need to get to work.
Throughout the book, Egger also emphasizes the power of innovation and resourcefulness. D.C. Central Kitchen is incredibly successful because instead of just handing food to the homeless – which would create an endless cycle of dependence – it empowers people to rise above their circumstances. This organization also employs the use of ingenious strategies to ensure that it achieves maximum impact. Instead of using food donated by individuals, the Kitchen uses unused food from restaurants or caterers. He illustrates through this example that a fear of losing ground should never prevent nonprofits from taking chances.
By sharing his own success story, Egger provides a stellar model of what an innovative and results-driven nonprofit should look like. Begging for Change is a valuable resource for nonprofit managers, volunteers and donors alike. It also would be an excellent supplemental reading for future public information strategies courses.
JULIA DRABICK
University of North Carolina-Chapel Hill
Egger starts the book with a brief history of the evolution of the modern nonprofit sector. The industry as we know it materialized in the late 19th century, when steel and oil tycoons Andrew Carnegie and John D. Rockefeller decided that it was their moral and social obligation to save the souls of the less fortunate. They were vital in jumpstarting the shift from the concept of charity to an innovative vision of philanthropy, which improved society as a whole instead of individuals. As the years went on, more and more of these philanthropic nonprofits emerged – especially through Franklin D. Roosevelt’s New Deal policies and the “Great Society” that surfaced under Lyndon B. Johnson’s administration.
However, Egger goes on to argue that the creation of more charities does not necessarily mean more good is done for society. With so many nonprofits fighting for limited control and resources, turf wars between philanthropic organizations are unavoidable. In addition, most nonprofits are structured for optimal survival instead of optimal results. Egger suggests that society needs to get rid of the organizations that do not exemplify leadership and unity, and reward those that do. His analysis of the competition that exists in the nonprofit sector is both eye opening and honest.
Drawing from his experiences running D.C. Central Kitchen, a soup kitchen and 12-week training program that teaches basic culinary skills, literacy and other life skills to the homeless, the author clearly demonstrates that fixing the flawed nonprofit sector is not such an easy task. But he does provide relevant suggestions, and asserts that the first step in changing the nature of this industry is to get rid of stereotypes. In the charity business, we need to stop blaming the victim or blaming the society for the situation at hand. Instead, Egger claims, we need to get to work.
Throughout the book, Egger also emphasizes the power of innovation and resourcefulness. D.C. Central Kitchen is incredibly successful because instead of just handing food to the homeless – which would create an endless cycle of dependence – it empowers people to rise above their circumstances. This organization also employs the use of ingenious strategies to ensure that it achieves maximum impact. Instead of using food donated by individuals, the Kitchen uses unused food from restaurants or caterers. He illustrates through this example that a fear of losing ground should never prevent nonprofits from taking chances.
By sharing his own success story, Egger provides a stellar model of what an innovative and results-driven nonprofit should look like. Begging for Change is a valuable resource for nonprofit managers, volunteers and donors alike. It also would be an excellent supplemental reading for future public information strategies courses.
JULIA DRABICK
University of North Carolina-Chapel Hill