Thanks to Penn State Football, the Open Wounds of the Sandusky Scandal Still Fester | Nonprofit Quarterly

Thanks to Penn State Football, the Open Wounds of the Sandusky Scandal Still Fester | Nonprofit Quarterly:



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Despite Sandusky Scandal, Penn State Fundraising Is Strong - Philanthropy Today - The Chronicle of Philanthropy- Connecting the nonprofit world with news, jobs, and ideas

Despite Sandusky Scandal, Penn State Fundraising Is Strong - Philanthropy Today - The Chronicle of Philanthropy- Connecting the nonprofit world with news, jobs, and ideas: Despite Sandusky Scandal, Penn State Fundraising Is Strong

July 10, 2012, 10:27 am

Penn State University collected more than $208-million in donations over the past 12 months, the second-highest total in the university’s history, says the Associated Press.

The total number of contributors for the fiscal year ending June 30 rose to more than 191,000 after two years of slight declines. That’s despite months of turmoil over the arrest and trial of former Penn State assistant football coach Jerry Sandusky and controversy over the university’s handling of the matter. Mr. Sandusky is awaiting sentencing after his conviction last month on 45 counts of child sex abuse.

The Nonprofit Quarterly | @npquarterly | Lessons to be Learned from Sandusky’s Second Mile Charity: Issues in Nonprofit Governance

The Nonprofit Quarterly | @npquarterly | Lessons to be Learned from Sandusky’s Second Mile Charity: Issues in Nonprofit Governance: Michael Wyland is one half of the Sumption &Wyland consulting firm, and, fortunately for NPQ, a regular reader and commenter on NPQ newswires. Lately, he has posted comments on our coverage of the child abuse scandal swirling around former assistant football coach at Penn State University Jerry Sandusky and the youth charity he founded, Second Mile. Wyland has posted a very useful inventory of some of the governance problems of the Second Mile, which lead to “lessons . . . that other nonprofit organizations can learn from.” He cites 12 issues that he characterizes as “departures from what is generally considered ‘best practice’ in nonprofit governance and management”: