I recently joined the allocations committee and local board of a large national charity. Our responsibility is to distribute desperately needed funds to community organizations that serve a variety of educational and social service functions. This is not a pleasant job. We are engaging in social service triage, trying to keep the neediest of our constituent organizations afloat.
The effects of the Great Recession have been devastating to both donors and affected organizations. Contributions to this umbrella “community chest” are down 40% from 2008. Unfortunately, the demand for services to the indigent has risen dramatically, straining the resources of our constituent agencies.
A Trip to the Y
The Y in most communities is more than a glorified athletic club. My site visit revealed that the Y serves as the social service hub of the community. The particular Y I visited is located in a “middle to upper middle class” community. It sponsors programming for the elderly, new mothers, nursery school students and after school students. It runs cultural programs, a day camp, and a rehabilitation program.
Without further support, this Y will be out of funds in several months. With rising levels of unemployment in families (many have lost good paying corporate jobs), a natural consequence is the record number of scholarship requests to their nursery program. Parents are ratcheting back from a 5- to 4-day program and from a 4- to a 3-day program. Parents are selecting cheaper shorter sessions rather than the more comprehensive programs. Similarly, new mother programs and the programs for the elderly have been scaled back.
Meanwhile the Y has reduced its staff, cut salaries, and fired its executive director. Paradoxically, hours of operation have been extended to accommodate the expanded member needs, so the staff is being asked to work longer hours for less pay.
Social Service Agencies
In a variety of ways, service agencies attempt to support families suffering job loss and economic hardship. These agencies provide professional services from volunteer dentists, doctors, bankruptcy attorneys, and professional job counselors, to payment of mortgages and utility bills. Funds for these vital services have been depleted. Only emergency appeals have kept these agencies in business.
Besides my allocation role, I have also served as a job counselor. My observation is that the clientele has shifted from the chronically unemployed and marginally employable, to high level business and professional people who have never experienced employment problems. Many individuals are about to exhaust their 99 weeks of unemployment and are desperate.
Experiencing Unemployment
I have only experienced unemployment for a short period after graduating law school in the mid-1970s. Although the economy was in a recession, there was still hope of being employed. That short stint of unemployment was terrifying, even with the cushion of a working spouse and without the added financial responsibility of children. To the current crop of unemployed, life has to be beyond terrifying.
We were once a land of opportunity. Jobs were available for those willing to take chances and work hard. My grandfather considered any type of government or private assistance soul destroying and humiliating. By fostering an economic policy of job destruction through outsourcing, excessive workplace regulation and a costly health care initiative, we have limited opportunity and condemned a generation to government handouts.
The goal of the Federal Reserve has been to support asset prices and save the banks. Unfortunately, the unemployed have too few assets to make a meaningful difference in their net worth or income. Instead the focus for the past two years should have been permanent job creation.
Our allocations meetings begin with the chilling introduction: “this year’s recipients were last year’s donors.” It is a reminder to those of us who are blessed: this is the season where giving should take place. There but for the grace….you know the rest.
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