2014 CEO Breakout Session

February 26, 2014

ISSUES THAT IMPACT ON FOUNDATION'S EFFECTIVENESS?

No Impact/ Slightly importantNeutral

Important/ High Impact

Implementing effective community leadership 7.2% 10.7% 82.2%

Rapidly changing technology 7.1% 14.3% 78.6%

Competitive environment 0.0% 22.2% 77.7%Demographic changes 7.1% 17.9% 75.0%

Landscape for infrastructure support to the field 7.1% 35.7% 57.1%

Nonprofit sector management issues 14.3% 42.9% 42.8%

Other: Important or high impact (N=2)

Leadership and ownership of npos by communities of color

Improving business practice of npos

What is your chief competition for asset development?

None/ Low Neutral Some High

Other 0.0% 0.0% 44.4% 55.6%

Commercial gift funds 3.6% 3.6% 50.0% 42.9%

Private Foundation model 17.9% 10.7% 28.6% 42.9%

Financial institutions 7.1% 14.3% 50.0% 28.6%

Family offices 14.3% 14.3% 57.1% 14.3%

The United Way 51.8% 11.1% 37.0% 0.0%

# DAFs DAF Gifts DAF Grants DAF Assets

DAFs held by "National Charities" N=47

100,614 $6.53 B $3.37 B $18.88 B

DAFs held by Community Foundations N=603 60,051 $4.28 B $2.78 B $18.26 B

DAFs held by Single Issue Charities N=357 40,966 $2.91 B $2.48 B $8.21B

2012 Data from Natiional Philanthropic Trust2013 Donor-Advised Fund Report

Sampling of National Charities2012 990 Data

DAFs as % of assets Number DAFs

Aggregate DAF Contributions

Aggregate DAF Grants Aggregate DAF Assets

Fidelity Investments Charitable Gift Fund 99.20% 54,880 $ 3,281,460,447 $ 1,281,335,916 $ 7,557,458,242

Vanguard Charitable Endowment Program 99.65% 8,059 $ 870,679,927 $ 476,680,954 $ 2,754,820,865

Schwab Charitable Fund 99.66% 15,201 $ 699,296,466 $ 539,167,969 $ 3,164,907,581

National Philanthropic Trust 99.02% 2,007 $ 276,452,481 $ 150,807,081 $ 1,149,585,760

Bank of America Charitable Gift Fund 99.42% 1,384 $ 124,744,704 $ 119,307,132 $ 426,019,668

Subtotal 81,531 $ 5,252,634,025 $ 2,567,299,052 $ 15,052,792,116

% held by 5 entities named above 81.04% 80.44% 76.18% 79.73%

• Other community foundations in region• Law firms, accountants, wealth managers• Philanthropic advisory services (Arabella)• Large non-profit anchor institutions

(universities, hospitals, cultural institutions)• Commercial private foundation management

companies• Materialism!! Consumption!!

PRIORITIZE SERVICES/PROGRAMS CRITICAL TO THE FIELD OF COMMUNITY FOUNDATIONS Low Priority Medium Priority High Priority

Advocacy/lobbying on behalf of the field 7.1% 21.4% 71.4%Technology 10.7% 25.0% 64.3%Ethical practices, especially as it relates to "donor intent" 3.8% 42.3% 53.8%

Legal advice 14.3% 42.9% 42.9%Internet interactions such as CEONet, ProNet, AdNet, etc. 32.1% 57.1% 10.7%

Professional development 7.1% 53.6% 39.3%Standards 25.9% 59.3% 14.8%Fieldwide gatherings (national or regional) 21.4% 46.4% 32.1%

Infrastructure Support• CF Insights• CF Leads • Center for Effective

Philanthropy• Council on Foundations• Foundation Center • Foundation Strategy Group

• Grantmaker Affinity Groups

– Education– Grass roots – Immigrant Refugees

• Grantmakers for Effective Organizations

• Independent Sector• Mission Investors Exchange• Regional and Local

Grantmaker Networks

Professional Development Value for CEO/Senior Managers

• Benchmarking Successful Practices

• Center for Effective Philanthropy

• Continuing professional education (cpas, legal)

• Executive Coaching• Estate Planning Councils• Larger Community

Foundations Meeting

• Monitor Institute’s What’s Next Strategy

• Outside leadership training experts

• Outside subject matter experts• Peer networks or 1:1 (sector

and non-sector leaders)• University coursework and

fellowships (selected) – Harvard and Stanford specifically named

Professional Development - General• 24/64 (generational wealth)• Association of Fundraising Professionals • American College of Financial Services –

CAP• Executive Coaching• Institute for Career Advancement

(ICAN)• Local Civic Leadership Development

Organizations• National Association of Corporate

Directors (NACD)• Program/Strategic Evaluation

Consultants• Society for HR Management (SHRM);

HR consultants

Professional Affinity Groups• By Function (AdNet, COMMA,

FAOG, Pronet; Grants Managers Network)

• By Shared Perspective – Emerging Practitioners (EPIP)– Asian/Pacific Islander

Americans in Philanthropy (AAPIP)

– Association of Black Foundation Executives

– Hispanics in Philanthropy (HIP, National Latino Funds Alliance)

DISCUSSION AGENDAOpportunities on the horizon: inventive ways of

leveraging foundation skills and business modelManagement Issue: Fostering change in

organizational culture/staffing and successionOpportunities for field action: legislative and

regulatory advocacy; strategic communications Challenge: Change & relevance – what’s the 21st

century value proposition?