Interestingly, if you do the same pessimistic calculation for GWWC, you’ll still get a ratio of something like 6:1 or 4:1.
I don’t think GWWC’s staff opportunity costs are more than 50% of their financial costs, and very unlikely more than 100%, at least if you measure them in the same way: money the staff would have donated otherwise if they’d not worked at GWWC.
Or if you apply a harsher counterfactual adjustment to GWWC, you might drop to 3:1 or 2:1. But I think it’s pretty hard to go negative. (And that’s ignoring the future value of pledges, which seems very pessimistic, given that it’s a lifetime public pledge).
Interestingly, if you do the same pessimistic calculation for GWWC, you’ll still get a ratio of something like 6:1 or 4:1.
I don’t think GWWC’s staff opportunity costs are more than 50% of their financial costs, and very unlikely more than 100%, at least if you measure them in the same way: money the staff would have donated otherwise if they’d not worked at GWWC.
Or if you apply a harsher counterfactual adjustment to GWWC, you might drop to 3:1 or 2:1. But I think it’s pretty hard to go negative. (And that’s ignoring the future value of pledges, which seems very pessimistic, given that it’s a lifetime public pledge).