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Cover -- Title Page -- Copyright Page -- Contents -- Introduction -- Part One The Good Citizen: Philanthropy and You -- Chapter 1 Why Charity? -- Chapter 2 Why Giving? -- Chapter 3 You Are a Philanthropist -- Chapter 4 The Difference Between Acute and Chronic Issues: Empathy Today vs. Strategy for Tomorrow -- Chapter 5 Is There a Difference Between Giving toa Nonprofit and Giving to a Charity? -- Chapter 6 Are All Cancer Charities Alike? Services vs. Solutions -- Chapter 7 Why Do You Give? Do You Really Understand Your Motives? -- Chapter 8 What's Your Cause for Life? -- Part Two Good Information Gathering -- Chapter 9 Find a Great Organization -- Chapter 10 The Three Essential Questions -- Chapter 11 First Question: Goals -- Chapter 12 Second Question: Progress -- Chapter 13 Third Question: How They Improve -- Chapter 14 Don't Rely on Others for Simple Answers -- Part Three Good Information Filtering: Don't Be Duped by Dumbed-Down Data -- Chapter 15 Questions NOT to Ask -- Chapter 16 Stop Asking About Overhead -- Chapter 17 Overhead Ratios Tell You Nothing About Impact -- Chapter 18 Overhead Ratios Weaken Charitable Services and Programs -- Chapter 19 Overhead Measures Discriminate Against Underdog Causes -- Chapter 20 Overhead Measures Weaken Civil Society and Diminish Civic Engagement -- Chapter 21 Overhead Measures Hide Unfair Differences in Accounting -- Chapter 22 Overhead Measures Discourage Growth -- Chapter 23 Demanding Low Salaries Undermines Your Strategy to Help the Most People -- Part Four Good Media Consumption: Monitor Truth in Media -- Chapter 24 Be Responsible and Rigorous When Learning About Charities in the Media -- Chapter 25 Case Study: CNN and Boys & -- Girls Clubs of America -- Chapter 26 Case Study: The New York Times and Wounded Warrior Project -- Chapter 27 Case Study: ProPublica on the American Red Cross.

Machine generated contents note: Introduction to New Edition -- Introduction -- 1. The Morality of Outcomes -- Nonprofit Ideology -- A Model of Christian Charity -- Conclusion -- 2. The Foundations of Our Misconstruction -- Economic Apartheid -- The First Error-Constraints on Compensation: Charity and Self-Deprivation Are Not the Same Thing -- The Second Error-Prohibition on Risk: Punishing Courage, Rewarding Timidity -- The Third Error-Discouragement of Long-Term Vision: The Need for Immediate Gratification Institutionalizes Suffering -- The Fourth Error-Discouragement of Paid Advertising: If You Don't Advertise Here, Your Competition Will -- The Fifth Error-Prohibition on Investment Return: The Limits of No Return, and a Stock Market for Charity -- Conclusion -- 3. Stop Asking This Question -- Efficiency Measures-The Puritan Guard -- Efficiency Measures Miss the Point -- Efficiency Measures Don't Measure Efficiency -- Efficiency Measures Are Unjust -- Overhead Is a Fiction -- Summary -- New Questions and a Very Large Assessment Apparatus -- 4. Courage -- A Cold World? -- Strategic Plan -- Reclaiming Our Dreams -- Acknowledgments -- Case Study-Pallotta TeamWorks -- Methods and Controversy -- Collapse of the Company -- Impact on Organizations' AIDS and Breast Cancer Fundraising -- Notes -- Bibliography -- Index.

A blueprint for a national leadership movement to transform the way the public thinks about giving Virtually everything our society has been taught about charity is backwards. We deny the social sector the ability to grow because of our short-sighted demand that it send every short-term dollar into direct services. Yet if the sector cannot grow, it can never match the scale of our great social problems. In the face of this dilemma, the sector has remained silent, defenseless, and disorganized. In Charity Case, Pallotta proposes a visionary solution: a Charity Defense Council to re-educate the