NATIONAL CENTER FOR FAMILY PHILANTHROPY Igniting the Spark: Creating E!ective Next Generation Boards By Kevin Laskowski, Annie Hernandez, and Katie Marcus Reker

or family foundations and a growing number of donor-advised funds, preparing the next generation F for involvement brings special concerns—and exciting opportunities. Succession is reported to be the single most important issue facing family foundations, according to nearly half (48%) of respondents to the Association for Small Foundations 2011 Foundation Operations and Management Report. At the same time, there is a broad range of experience in families with regard to how next generation family members are involved in family philanthropy. According to the National PASSAGES ISSUE BRIEF Center for Family Philanthropy’s 2011 study, Current Practices in Family Foundations, a near equal number of June 2013 respondents “strongly agreed” (34%) or “strongly disagreed” (33%) with the statement “next generation members are EXPLORING KEY ISSUES IN FAMILY GIVING playing a significant role in the foundation.”

In This Issue: The volume of funds, foundations, and parents as their model of philanthropy. 3 What is a Next other giving among young Americans This research, as well as previous research Gen Board? from high-net-worth families is expanding conducted by US Trust and the Indiana 5 Preparing for Next to unprecedented levels. “The next gen- University Lilly Family School of Philan- Gen Involvement erations of major philanthropists will have thropy, has shown that the more—and 7 How Do Next Gen Boards Work? tremendous in"uence on the direction of earlier—parents engage their children in 9 How to Create a and support for e!orts to improve local philanthropy, the more their legacy of Next Gen Board communities and solve global problems giving will be passed along. Millennials 13 Beyond over the next several decades,” write the are a generation that cares and wants to Grantmaking: New Innovations authors of the 2012 #NextGenDonors work with their peers—siblings, cousins, 19 Sample Junior study conducted by the Johnson Center friends, or schoolmates—to produce Board Policy for Philanthropy and 21/64, a non-pro#t measurable change. Since next generation 21 Things to Remember consulting group specializing in multi- members are crafting their philanthropic 23 Summary of generational engagement. identity at a young age, families need to Advice and Tips For many families, it is important that help #nd unique ways to help shape this 24 Additional the next generation not only gives but at younger ages. Resources gives as part of the family—that it not only This Passages Issue Brief introduces an carries on a philanthropic tradition but that it increasingly popular method for preparing does so together. For those with this goal, it the next generation for philanthropic ser- is heartening that 90% of the #NextGen- vice: the next generation or junior board. The Donors research respondents cited their paper covers the variety of purposes for P ASSAGES ISSUE BRIEF 2

NATIONAL CENTER FOR FAMILY PHILANTHROPY establishing next generation boards and how they the actual voices of next generation board mem- are typically structured, explores how foundations bers themselves regarding why and how they have use next generation boards as a tool for engaging become engaged in their family’s philanthropy. younger family members, and describes options for “I feel prepared to take on a bigger role in the preparing younger family members for governance foundation because of my early involvement,” com- and grantmaking. It also describes steps for creat- ments Zach Whitten, a college student who has been ing a next generation board and highlights points involved in The Lumpkin Family Foundation’s next to remember as this new board begins its work. generation programming since the age of 10. “I doubt Perhaps most importantly, this Issue Brief highlights I’d even be interested without this experience.”

THE VOICES OF YOUTH PHILANTHROPISTS

To learn more from your youth, ask them what could spark their interest in your foundation. Throughout this Issue Brief, we are pleased to share the perspectives from members of Youth Philanthropy Connect, a special project of the Frieda C. Fox Family Foundation, which connects youth involved in grantmaking and philanthropy with their peers and colleagues. Individuals quoted in the paper include:

Sahar Afrakhan, Positive Miranda Roehrick, Impulse, The Gaines-Jones Positive Impulse, Education Foundation The Gaines-Jones (junior in high school) Education Foundation (senior in high school)

Sarina Dayal, Tarsadia Jamie Semel, Frieda C. Foundation (senior in Fox Family Foundation high school) (senior in high school)

Katie Marcus Reker, Zach Whitten, Frieda C. Fox Family The Lumpkin Family Foundation (#rst year Foundation (second year of college) of college) P ASSAGES ISSUE BRIEF 3

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WHAT IS A NEXT GENERATION BOARD? A NOTE ON TERMS A next generation board is a sort of foundation-within- Just as each family determines how its next a-foundation or a grantmaking committee within the generation board operates, families also refer foundation. Very often, these boards consist of a pool to these entities in a variety of ways. Common of money set aside for next-generation family members examples include Next Generation Boards, to distribute. By law, these grants must be made Junior Boards, the 3rd (or 4th) Generation with the formal board’s approval. The intended Fund, the Next Generation Adjunct Board, result is to develop a new generation of skilled phi- the Junior Advisory Committee, and oth- lanthropists ready to join the family’s existing board or ers. In this paper, we use the phrases Next create their own approach to meaningful service. Generation Board or Junior Board and refer Next generation boards allow younger family to these vehicles as essentially serving one members to participate in the family’s philan- and the same purpose: to prepare and engage thropy by involving them in current grantmaking younger family members for a potential role practice. In smaller families, next generation in the grantmaking and governance roles of boards may be set up for a de#ned period of the organization. time—i.e., until the next generation is ready for board service. While next generation boards may “One bene#t for all of us was learning about be a limited version of a family’s philanthropy— the decisions and the jargon that comes with board with younger members distributing only a small service,” says Lisa Parker, Shirley’s daughter and allotment of funds—next generation board mem- founding member of the foundation’s next gen bers can experience everything that their existing board. “It prepared us for board service in other board counterparts experience, including strategy areas of our lives as we became adults.” development, site visits, proposal review, debate and discussion, and evaluation. WHY DO FAMILIES USE NEXT GEN One of the nation’s #rst next generation boards BOARDS AS A TOOL FOR INVOLVING was established in 1983 by the Lawrence Welk THE NEXT GENERATION? Family Foundation to engage the full family in Family foundation board members frequently men- philanthropy. Initially ranging in age from 14-24, tion next generation boards as one of the most the third-generation Welk family members were e!ective ways to encourage younger members to included in the family board meetings and site vis- become philanthropic and to prepare them for its but were not given voting power. They could their prospective roles as trustees of the founda- review proposals and participate in discussions but tion. “A next generation board replicates the tough could not participate in the #nal vote. decision-making, the compromise-striking, and the Then, third-generation family members would consensus-building that characterizes new members’ meet in their own breakout sessions to distribute eventual service on the foundation’s board,” says 10 percent of the foundation’s grantmaking budget. long-time foundation advisor and former National They could vote to further fund the senior board’s Center Vice President Karen Green. choices, fund some organizations the board had not, In the National Center for Family Philanthropy’s or present their own proposals. “They had to lobby seminal 2002 Passages Issue Brief, “Opportunity of a each other and decide together how the money Lifetime: Young Adults in Family Philanthropy,” would be distributed,” says Shirley Fredricks, author Alison Goldberg, herself a next generation daughter of the founders and long-time president family board member, outlined a variety of rea- of the foundation. sons for involving young adults and younger family P ASSAGES ISSUE BRIEF 4

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members in family philanthropy. Key among these for families thinking about establishing a next gen- YOUTH PERSPECTIVES: eration board are: Why should you involve us? r
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among all family members Sarina Dayal The foundation had been around r
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become active and knowledgeable philanthro- pists throughout their lifetimes Jamie Semel r
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on emerging issues and communities. “It is important to gauge the younger genera- tion’s interest, get their input on the process, and chief executive o$cer of The Meadows Foundation, make it clear that participation is an option,” adds based in Dallas, Texas. Frank Wideman, president of the Self Family Foun- The Meadows Foundation created a Small dation, based in South Carolina, which created a Grants Committee several years ago for 3rd gen- Next Generation Adjunct Board. Self Foundation eration family members who were at least 21 years family members held a meeting to discuss those old. “Participation on the Small Grants Commit- issues prior to creating its next generation board. tee helped prospective board members learn the During the course of their grantmaking, Wideman questions that need to be asked and answered to says one of the most important lessons members of determine the pressing needs of the community the Next Generation Adjunct Board learned was and the agencies that serve them,” says Evans. “As how to say no, a decision the next generation nor- members of our 3rd generation have rotated on mally doesn’t have to make. the board, their participation on the Small Grants Participation on a next generation board teaches Committee has prepared them well for board ser- members how to “agree to disagree, have meaning- vice. They come on the full board with a clear ful discussions, and come to decisions by consensus understanding of their responsibilities and come or majority rule,” even when everyone does not willing to give the time needed to participate on like the outcome, adds Linda Evans, president and committees and on the board.” P ASSAGES ISSUE BRIEF 5

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Finally, and most importantly, next genera- tion board participation encourages responsibility YOUTH PERSPECTIVES: and develops initiative, which can help the next Learning and generation become passionate, pragmatic, and Collaborating with Peers engaged philanthropists. A Texas-based founda- Jamie Semel tion, which began its next generation board with third-generation family members, ages 12 through 21, provided extensive training in all aspects of giving. Board members discovered that the next generation board members’ ambitions quickly outpaced their funding capacity. In one instance, next gen board members only had half the money Sahar Afrakhan required to fund a new grantee’s request for capital support; undaunted, they asked the board to match their e!orts to fund the project. Impressed with the next generation’s initiative, board members backed Zach Whitten the project.

Katie Marcus Reker Finally, and most importantly, next generation board participation encourages responsibility and develops initiative, which can help the next

generation become passionate, pragmatic, Miranda Roehrick and engaged philanthropists. want without being demanding, what it means PREPARING FOR NEXT GEN INVOLVEMENT The following chart on page 6 reveals some of the most common ways that giving families pre- a youth or junior board, or may have their own pare their younger members for potential board private discussion forum. In these ways, younger service, by age range. Most commonly, existing family members get a feel for the nonprofit world board members encourage younger family mem- and for the grantmaking that helps sustain it. bers to participate in grantmaking discussions, Your family should determine which means of site visits, or board meetings, and often set aside involving the next generation would work best for funds for youth grantmaking. In other instances, you. As discussed in the previous section, many of the younger family members are invited to serve on bene#ts of next generation boards can be captured P ASSAGES ISSUE BRIEF 6

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Preparing Younger Family Members for Board Service

60%

Ages 8-17 Ages 18-23 50% Ages 22-24

40%

30%

20%

10%

0% Encourage Private Set aside Youth Youth may Formal junior participation discussion funds for participate attend board or youth of youth in forum for youth in site meetings board grantmaking youth to grantmaking visits discussions discuss giving

Source: Family Forum: Engaging Youth in Family Philanthropy, emerging results of survey conducted by the National Center for Family Philanthropy and Youth Philanthropy Connect, May 2013.

in other ways, so it is important to gauge your r
Allow them the opportunity to become involved when they trustees’ ability to accommodate the next generation are young. Don’t wait until they are 25 or 30 years old. board process. But without one or more of these engagement strategies, younger family members may r
Consider allocating discretionary funds. Discretionary be unprepared for the grantmaking decisions they funds can o!er the opportunity for young adults will make as members of the existing board. to connect grantmaking to their communities Opportunity of a Lifetime suggests a variety of and interests. other suggestions for families seeking to involve r
Create a youth-friendly organization. If you are younger family members, including: hiring sta!, hire people that can relate well to r
Determine why you want younger family members to get young adults. Try to hold meetings at times and involved. Explain your reasons, and ask what their locations that are accessible to them. own reasons are for wanting to become involved. r
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Be clear about the roles that they can play. Give them their lives. clear structures that they can #t into. P ASSAGES ISSUE BRIEF 7

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BOARD INTERNSHIPS generation family members for philanthropy Another tool that a growing number of family when they are ready, there should also be an foundations are using to engage next generation acknowledgement that “if they’re never ready, board members to complement junior boards are that’s OK, too.” In fact, for some families, next board internship programs. The Nord Family generation board participation could become less Foundation in northeast Ohio has o!ered short of an opportunity and more of an obligation, leav- (four to six week) internships for family members ing family members wondering why one cousin aged 18 to 25 family members who express inter- may not want to be a part of the foundation, est in philanthropy. Interested family members or why another cousin is being pushed onto the travel to Ohio, where Nord Family Foundation board to compete with his overachieving sister. program o$cers mentor them through evaluating The Conrad N. Hilton Foundation created a proposals and conducting site visits. board internship program in late 2012 as a way to In the past, the Nord family has also used a further engage interested family members in the second approach for members who are less than 18 work of the board. The foundation selected two years old and therefore too young to be eligible for third generation family members as the inaugural existing board service. Nord Family Foundation board interns for the 2013 year, and through their trustees appropriated $15,000 to 10- to 17-year-old participation these two individuals are helping to family members to distribute during a weekend design the program for future candidates. “They period. Younger members meet with a consultant, gave us a skeleton, we are providing the legs for attend site visits, discuss the investment side of the it to stand on,” says Linda Hilton, board intern foundation’s business, and convene without the for the foundation. The program is still in "ux as foundation trustees to make #nal recommenda- they begin to develop it, but the two new interns tions. Then, a representative of the younger group attended the #rst of four quarterly board meetings, presents the recommendations to the existing board and will go through a de#ned process of giving for approval. This weekend immersion program away $50,000 collectively. They will present their has been made available every three years. proposal to the board later in the year explaining Why two approaches? “The less pressure, the why they chose it and how it #ts into the board’s better,” says John Mullaney, executive director strategic plan. They will use the process given to of the Nord Family Foundation. He says that them by the foundation as the context to do the while there should be some way of preparing next research and select their grantee.

HOW DO NEXT GENERATION foundations allocate a percentage of projected BOARDS WORK? payout, which periodically varies based on Next generation boards provide important learning interest earned on the foundation’s endowment; opportunities for interested younger family mem- other foundations distribute a #xed amount for bers. Some of the most successful next generation the group or per individual next gen member boards include one or more of these components: who participates.

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Participation by Family Members of Various typically allocates money from its grantmaking Ages: The age of participation may vary, depend- budget to be distributed by younger family ing upon the generation you wish to involve and members on the next generation board. Some the experience that generation brings. Some foun- PASSAGES 8

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dations have next generation boards with members result, the family has overcome geographic distance to as young as 8; these members might volunteer at get to know each other, and their relationships have grantee organizations, go on site visits, write book been strengthened by giving away money together. reports on their family’s history, make grantmak- ing decisions or help the foundation in some way. Other foundations limit participation to family YOUTH PERSPECTIVES: members who are 18 years or older. These fam- On Grantmaking ily members might #ll more traditional roles in the family foundation such as making investment Sarina Dayal decisions or serving on committees. r
Responsibility for Grant Recommendations: together, as a board. Younger family members sometimes review pro- Jamie Semel posals given to them by the existing board, or they may identify potential grantees independently. While the board has the ultimate responsibility for making grant awards, next generation boards often do all of the other work, including identifying, debating, evaluating, and recommending proposals to move forward for the existing board’s approval. Miranda Roehrick r
Voting Membership on the Foundation Board: Sometimes foundations give a seat at the board table to one or more representatives of the next generation Zach Whitten board. In this way, next generation board members gain experience and play in a role in grant decisions. break into a conversation, we can which is a

The Self Family Foundation’s Next Generation The Frieda C. Fox Family Foundation’s Junior Fund Board has encompassed all of these elements. Board was created in 2006, allowing any family member This South Carolina-based foundation created its aged 8 to 18 to join. Each member chooses a nonpro#t Next Generation Fund Board in 1997, automati- in either Los Angeles or the San Francisco Bay Area cally allowing any family member who was 18 years whose programs align with the foundation’s mission. old or more at the time to join. Next Generation The member conducts a site visit, and then prepares a Fund Board members meet twice a year and elect presentation to the board for up to $2,000 to support the their own next gen fund chair who also serves as organization. From the site visit learning, the member a voting member of the board, which meets four prepares a presentation to the board for up to $2,000 to times a year. The Next Generation Fund Board support the organization. The members meet with the receives up to $80,000 a year (depending on that foundation board twice a year for these presentations. year’s projected payout); those funds are distributed In addition to the individual grantmaking, the junior within the next generation board’s chosen program board goes on site visits together to learn about one areas of youth and early childhood development. another’s grantees. Once next generation members turn Younger board members go on site visits, meet 18, they are eligible to serve on the board and support the foundation’s #nancial manager for a brie#ng on younger members as the junior board advisor. The the foundation’s assets, and receive updates on the junior board has been a way for members to develop community the foundation serves. In short, they do their philanthropic identity and build relationships with everything their existing board counterparts do. As a one another and the foundation. P ASSAGES ISSUE BRIEF 9

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HOW TO CREATE A NEXT GENERATION BOARD YOUTH PERSPECTIVES: Giving as an Opportunity If you are thinking about starting a next genera- tion board, it’s important to know how you will Sarina Dayal structure this entity, and to discuss the possibili- ties and options for how family members will be invited and involved. It’s also critical to start with input from the next generation on what approach would meet their needs. A #rst step might be to schedule some time at your next family meeting Katie Marcus Reker to discuss the possibilities with interested younger family members. Find out what experiences they would like to have as part of the family’s giving. Are they interested in participating in site visits and grantmaking conferences, or are they looking for something else? Does a next generation board make sense for some or all of them? If the initial Zach Whitten answer is “yes,” set aside additional time at the next board meeting to discuss what options make sense for the foundation. Miranda Roehrick You may wish to structure your next generation board discussion around seven key components: goals, eligibility, training, grantmaking, logistics and administration, relationship to the foundation board, and compliance with the law. Goals It’s important to agree on the goals of this new venture. The family should be clear about what Jamie Semel it intends to accomplish by creating a next gen- eration board so that it can increase the likelihood of achieving its goals. Some questions the senior generation may wish to consider include: whenever I attend a meeting or event or make r
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r
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Katie Marcus Reker It’s also important that these goals be "uid enough that next generation family members can thrive and contribute to the family’s current philanthropic con- versations—the last thing you want to do is to set up the proverbial “Waiting Place” where younger family members can be placed or appointed, with no policies or understanding in place on what happens next. Elea- Zach Whitten One of the reasons our Junior nora Frey, who recently joined the Frey Foundation board after several years serving on the next generation advisory board, advises that a next generation board Sahar Afrakhan should have its own mission statement. She says the next generation needs to be able to de#ne itself as both a part of the family foundation and an entity in its own right. In fact, a clear mission statement and de#nition of roles can help chart a cohesive direction for the next generation board’s grantmaking. Jamie Semel Lastly, consider what to name the next genera- tion board. Terminology may a!ect the way the next generation views its place at the table. For example, a “Next Generation Board” has one connotation; for some, a “Junior Board” may have another, possibly suggesting lack of maturity or respect (or perhaps not, Eligibility depending on the family). Some foundations also name Given your goals, you can begin to establish this based around the generation represented (i.e., the board eligibility criteria. In some families, any “Fourth Generation Fund”). Come to agreement on direct descendant of the donor who is more than a this subject with the next generation’s input. certain age is eligible. At some point and depend- ing on the existing board’s goals, though, this can become complicated in terms of family size, YOUTH PERSPECTIVES: family members’ interest, or logistics, particularly What’s in a Name? when family members are spread over a large geographic area. Family members may therefore need to establish more speci#c criteria. Key ques- Sarina Dayal tions to consider include: r
At what age do family members become eligible? Sahar Afrakhan Some boards have seen tremendous contribu- tions from children as young as 8; others prefer to limit next generation board participation to family members who are at least a certain age, P ASSAGES ISSUE BRIEF 11

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such as 13, 16, 18, or 21 years old. Some family Training: In-house Options foundations put an age limit on next generation Just as many existing family foundation board board participation; other next generation fam- members needed time to acquaint themselves with ily members participate on the board well into trusteeship, the next generation will also need time their 40s. and training. How do you prepare younger family members with limited or no experience in philan- r
Must next generation board members be direct descen- thropy for the joys and frustrations of board service dants of the donor? Will the spouses/partners of direct and for nonpro#t service in general? descendants be eligible to serve? As next genera- Experts agree that training opportunities should tion board members get older, the answer to be made as broad as possible, covering every aspect this question can become a sticking point in of family foundation work. Many families—including some families. Sometimes the tension between the Surdna Foundation, the Russell Family Founda- keeping the foundation “in the family” and tion, the Hill-Snowdon Foundation, The Laura Jane reaching out to new members can create seri- Musser Fund, and the Storer Foundation—created ous rifts. It is therefore critical at the outset their own training curriculums, a sort of “Our Family to set up explicit eligibility requirements that Grantmaking 101.” These self-styled classes describe capture the generation you’re seeking to engage such topics as the world of philanthropy, the non- while maintaining a fair and encouraging family pro#t sector and how it works, the life of the donor, dynamic. One family foundation with only one the foundation’s history, its mission and programs, its next generation family member, the Gaines- Jones Education Foundation, went so far as to create a junior board made up almost entirely of YOUTH PERSPECTIVES: non-family next gen board members. The Next Training and Support Generation group, Positive Impulse, develops Jamie Semel its philanthropic projects annually and consists came from discussions occurring during our of community members and fellow schoolmates of the next generation family member. r
Does geography matter? Some families stipu- late that members live in the area where the foundation makes grants. Others, looking to bring the family together even if the next generation has moved away, encourage and prepare for out-of-town members, using new Sarina Dayal technology and social media to bridge the in the workings of a foundation, but the most distance as needed. r
Will attendance at next gen board meetings be mandatory? Board attendance suggests members Sahar Afrakhan who are committed to the foundation’s work and its continuity. However, mandatory board attendance could preclude interested family members who live farther from the foundation from participating on the junior board. Again, taking advantage of new technology can be helpful here. P ASSAGES ISSUE BRIEF 12

NATIONAL CENTER FOR FAMILY PHILANTHROPY investments, its major grantees, and the communi- ties the foundation and its grantees ultimately serve. Other foundations, such as the Conrad N. Hilton As you consider your own training Foundation, o!er the option of discretionary grants to younger family members, often upon completion on your family’s grantmaking, re!ect of an in-house training program. on how your role as a trustee was In some families, foundation board members, consultants, and local experts teach these top- in!uenced by what you learned and ics. The Lumpkin Family Foundation has gained geographic-speci#c learning from sta! at local com- experienced throughout your life. munity foundations or other family foundations. As Zach Whitten, a Lumpkin family youth said, “I like the system of learning from those in the #eld Second, evaluation. The impact of a foundation’s and from observation.” In others, younger family work can often be hidden, even from family members. members independently research subjects such as For Frey, site visits were the most revealing experiences the foundation’s history and the life of the donor of her time on the Frey Foundation’s Next Generation and report back to the existing board. Still oth- Advisory Board. It was there that younger family mem- ers orient younger family members by setting up bers got to know the real work of the foundation and meetings between the next generation board and the impact it had on the lives of others. Younger family community leaders to discuss the foundation’s work. members also saw the results of their foundation’s work. Ideally, next generation board members become The Tarsadia Foundation and its Next Generation board acquainted with everything existing board mem- do a signi#cant amount of international grantmaking. bers do as trustees. But when it comes to the actual As a family they make an international service trip every workings of the foundation, there are usually two other year to see their grantees in action and volun- great information gaps between the generations that teer side-by-side with their on-the-ground partners. deserve special attention. As you consider your own training on your fam- First, !nancial literacy. The basics of earning, spend- ily’s grantmaking, re"ect on how your role as a trustee ing, saving, investing, and giving can be taught from was in"uenced by what you learned and experienced an early age, but next generation board members will throughout your life. Share your re"ections with the also need to understand the foundation’s endowment next generation. But make sure to create an atmo- and how it is managed so that they can one day oversee sphere in which the next generation can also share its the family’s advisors. Some families go as far as creating ideas and opinions. The Lumpkin Family Foundation a fund within the endowment to be managed almost had been providing character education and a grants entirely by the next generation. Others simply hold a committee for their next generation ages 10 to 21 at family meeting or series of meetings to explain where their annual family meeting for a number of years when the money for grants originates and how those assets they realized that the youth, who were now between are managed. “As far as being exposed to the #nances 16 and 21, needed to make the decision for what of a family foundation, I don’t think it’s ever too early. would better meet their needs. When they asked the It’s more a case of when they show an interest,” says youth, they wanted to know what others were doing. George McCormick, a third-generation board mem- This led to a learning exchange with the youth from ber of the Charles T. Beaird Foundation in Shreveport, the Frieda C. Fox Family Foundation. Realizing they Louisiana. “The best training comes on the job. Until were not alone in this world of youth philanthropy you challenge the next generation to think about was comforting and gave the older Lumpkin youth #nancial issues, as opposed to being given the answers, (ages 16 to 21) the framework to build their own grant they aren’t going to learn.” program that better meets their evolving needs. P ASSAGES ISSUE BRIEF 13

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Training: Outside Opportunities In addition to the option of creating your own In addition to the option of creating internal training for younger family members, there are also a variety of “professional development” your own internal training for younger options available for youth and young adults who family members, there are also a variety may be preparing for service on the junior board. of “professional development” options Some of the most well regarded include: available for youth… r
The Trustee Education Institute is an annual train- ing for current and prospective family foundation board members sponsored by the National leaders, as well as sessions on how to give and Center for Family Philanthropy provides a com- make decisions as a family. Some community prehensive introduction to all of the key legal, foundations will even tailor education speci#c to investment, ethical, grantmaking, and family a single family. dynamics issues facing family foundation board members. r
21/64 is a non-pro#t consulting #rm special- izing in next generation and multi-generational r
Youth Philanthropy Connect is a network of youth strategic philanthropy. 21/64 co-authored the ages 8-21 involved in family philanthropy and the #NextGenDonors report, and o!ers a variety of adults who support them. They host an annual tools and trainings to help generations understand conference to connect the youth to each other and work together more e!ectively, including to share models and learn from one another. their Picture Your Legacy Iphone App and a list of 52 Ways to Take Action. r
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Regional Associations of Grantmakers are regionally- Awesome Foundation, among many others. based networks of foundations and grantmakers, and a number host events speci#cally targeted to r
Emerging Practitioners in Philanthropy seeks younger family philanthropy grantmakers. Exam- to cultivate foundation professionals and social ples include Southern California Grantmakers entrepreneurs for e!ective leadership. EPIP annual Conference on Family Philanthropy, the hosts chapters in more than a dozen cities, hosts Southeastern Council on Foundations’s annual an annual conference, and runs several special Family Foundations Forum, and the Council of programs for youth engaged in philanthropy, Michigan Foundations annual Family Founda- including their Generating Change program. tion Retreat. r
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community (ages 18-35) with #nancial wealth to leverage foundations in the country o!er some sort of resources and privilege for social change. RG educational programming for families and next o!ers a variety of programs and events, includ- gen family members. These programs may ing the semi-annual “Creating Change Through include both sessions featuring local community Family Philanthropy Retreat.” P ASSAGES ISSUE BRIEF 14

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BEYOND GRANTMAKING: NEW encouraged to research companies with a INNOVATIONS FOR NEXT GEN social bene#t that align with your mission DONORS AND BOARDS and #nd ways for your funds to have a more As the philanthropic sector continues to evolve, sustained use through their revolving #nanc- many new opportunities have opened up for ing in organizations like: ways to engage your next generation in new ∙ Accion innovations in the #eld. A few of the most well- known giving portals available—and indeed, ∙ Grameen Foundation there are literally hundreds of these sites now functioning—include: ∙ Women’s Initiative

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Online Giving: Along with the use of online ∙ Opportunity Fund grant management systems, there are a vari- ∙ BRAC ety of giving opportunities that can engage youth online: r
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Micro!nancing Social Enterprises: Next Doris Bu!ett’s Sunshine Lady Foundation’s gen family members may be assigned and Learning by Giving Program. P ASSAGES ISSUE BRIEF 15

NATIONAL CENTER FOR FAMILY PHILANTHROPY

Grantmaking All the training in the world, as most trustees #nd YOUTH PERSPECTIVES: out, can’t really prepare the next generation for actu- Training and Support ally doing the grantmaking. This is the major thrust of next generation board participation—learning by Katie Marcus Reker doing. How will the next generation board develop a focus or strategy for its grantmaking? What types of support will they want to provide, including but not limited to grants? How will they evaluate the impact of their giving? In some cases, the grantmaking power of the next generation board is very carefully circum- scribed; in other cases, the next generation board has so much discretion, there might as well be two foundations. At one end of the spectrum is a very carefully Sarina Dayal crafted grantmaking regimen, an approach often applied to next generation boards by family foun- dation board members. In this approach, family foundation board members allocate a percentage of Zach Whitten the projected payout or a #xed sum to next gen- eration board members, who meet to discuss grant proposals chosen by the existing board. The next generation board then presents its recommendations strict guidelines insulting, and their interest in the family to the existing board, which reviews and approves foundation could wane. To #nd out where your next or rejects the younger board’s recommendations. At generation board ought to be along this continuum, the other end of the spectrum are family foundation foundation board members should consider the follow- members who create a special fund to be maintained ing questions, posed by Alice Buhl, senior fellow to the and distributed by the next generation. Next gen- National Center for Family Philanthropy and senior eration family members determine their own giving associate at Lansberg, Gersick and Associates: programs within the con#nes of the foundation’s r
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larger grantmaking policies. Typically, the next distribute? How will the amount be determined? generation board adopts one of the foundation’s program areas for its own. Other than that, the next r
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generation board makes its own investment deci- grantmaking funds—the foundation, personal sions, solicits its own proposals, and makes its own resources (as in matching funds) or some combi- grants. The use of online grantmaking technologies nation of the two? allows for greater speed and ease in this option. r
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Strike the proper balance for your family. With too much freedom, a next generation board consisting r
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NATIONAL CENTER FOR FAMILY PHILANTHROPY

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to guide the Next Generation e!orts of the family. by the next generation board? Will next genera- It is an estimated ten percent of the sta! role. It has tion board members be present for the discussion? been helpful to have a sta! person interact with and support the voice of the next generation with r
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their parents. Family members lead the Tarsadia check-in with the full board? What type of pro- Foundation and two have taken leadership roles cess will be put in place to evaluate or monitor in working with the junior board; Shirish Dayal, their grants and initiatives in light of the founda- executive director of the foundation, estimates that tion’s larger mission? family members spend between 25 and 30 hours per month supporting the junior board’s work. Finally, consider the interests and capabilities of next generation board members. Ask them what Relationship to the Foundation Board kind of program they’d like to consider and support “The relationship between the foundation board them in achieving their goals, as well as yours. and the next generation board is the most critical component of a next generation board’s work,” says Logistics and Administration Virginia Esposito, president of the National Center As this section shows, the next generation board for Family Philanthropy. How will the two boards is an intensive strategy to engage younger family interact during the course of their work? “For our members in philanthropy. Questions you will need next generation board meetings,” says one next gen to consider regarding administration of this fund board member, “our trustees aren’t even allowed in should include: the building.” Other family foundations have rotat- r
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ing policies that place an existing board member on next generation through this experience? the next generation board to serve as an advisor. Still others take the opposite approach and invite r
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whether or not next generation board participation volunteers or professionals? How much time is is a guarantee of eventual service on the existing available for this level of guidance? board, preparation for service at another foundation or nonpro#t, an opportunity for the family to give r
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together, or some combination of the three. Exist- meet? ing family foundations thinking about establishing a next generation board should ask themselves the r
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QFS- if at all? sonnel, and monetary resources to accommodate If “graduation” to the full board is a goal, you the experience your next generation deserves? should be sure to outline a speci#c plan detailing how next generation board members might move As one example, the Lumpkin Family Founda- from what is sometimes referred to as the “kiddie tion’s program o$cer role has traditionally worked table” to the board table. Without a written plan with the Trusteeship Committee of the foundation that is available to everyone in the family, next P ASSAGES ISSUE BRIEF 17

NATIONAL CENTER FOR FAMILY PHILANTHROPY generation board members may eventually expect added pressure on younger family members. to join the existing board and can quickly tire of Nowhere is this more of an issue than when waiting their turn after several years of preparation. looking at the relationship between the next If families do not have a prior agreement on a plan generation board and the existing board. Deci- for progression to the existing board, what was once sions on proposals and succession planning, to perceived as an opportunity for a younger family name a few, can create tension between the two member (the next generation board) could soon boards. Keep in mind that the key word in all be perceived as an obstacle to their philanthropic of this is relationship. If a next generation board dreams. So take some time to craft a board rotation makes sense for your family’s relationships, it can policy and succession plan and review them with achieve the goal of bringing a philanthropic fam- next generation board members to make it clear at ily closer together. the outset when or if they will have an opportunity to join the board. YOUTH PERSPECTIVES: Relationship to the Full Board

If “graduation” to the full board Zach Whitten is a goal, you should be sure to Katie Marcus Reker outline a speci"c plan detailing how next generation board members might move from what is sometimes referred to as the because of those interactions. Others, however, “kiddie table” to the board table.

Jamie Semel Some foundations use age limits to address this potential problem. At the Tracy Family Foundation, they have created a Next Gen Advisory Board of #ve members who make the grant recommenda- tions for all applications under $5,000, to prepare the next generation for full board service. They have also created speci#c seats at the table for the next Sarina Dayal generation. Other families make it clear that next generation board participation is no guarantee that members will move to the existing board. As discussed earlier in this paper, next genera- strive to work towards that. tion boards sometimes have the e!ect of creating P ASSAGES ISSUE BRIEF 18

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Compliance With the Law “The assets of the foundation cannot be used Finally, it’s important that the board takes the time to #nance family reunions,” cautions John Edie, to consider the legal implications of creating a next former general counsel to the Council on Founda- generation board, and to ensure that your founda- tions, in the seminal Council publication Family tion is in full compliance with all relevant laws. In a Foundations & the Law. While many reimbursements sector marked by increased media and Congressio- may be legal under certain conditions, spouses and nal attention, it’s important to avoid unnecessary the children of board members are disquali#ed, and legal scrutiny with your next gen board, especially payments made to them for travel expenses with if your foundation plans to reimburse family mem- foundation dollars are, in general, acts of self-deal- bers for travel expenses. ing. However, there are exceptions to this rule that First, be sure to include written regulations allow for reimbursement of some expenses related concerning grant recommendations. Whether the to foundation business. (See sidebar below.) Even if existing board has full responsibility for making conditions are met to reimburse family members for grant recommendations, shares responsibility with expenses, make sure to follow the proper procedures the next generation board or some combination and lay them out in advance in a written policy. thereof, written regulations available to all family It’s also important to be aware that con"icts of members are key. interest may arise when creating a next generation

CAN THE FOUNDATION PAY for the spouse are counted as compensation to the board FOR THE TRAVEL OF FAMILY member—and the board member’s total compensa- MEMBERS? tion is reasonable—there is no self-dealing. Why? Spouses and children of board members are dis- Reasonable compensation for personal services is the quali#ed persons. If foundation assets are paid main exception to the self-dealing rules. to them for travel or related expenses, such pay- Second, develop legitimate and meaningful ment is an act of self-dealing. Obviously, if the duties for the spouse and/or children that fur- spouse or child is also a board member (or sta!), ther the charitable purposes of the foundation. the reimbursement of reasonable expenses for Providing companionship and attending social necessary foundation activities is not a violation. receptions with the board member would not But assuming the spouse or child has no o$cial be considered meaningful foundation duties. duties, such reimbursement is self-dealing. Example: To train the next family generation There are two methods for making such in the traditions and operations of the foundation, reimbursement payments that satisfy the legal the foundation approves an advisory committee concerns. First, treat the reimbursement as part composed of children of the donor. This committee of the reasonable compensation paid to the will review all applications for grants in a particular board member or sta! member whose spouse or subject area and make !nal recommendations to child is being reimbursed. The amount of reim- the governing board. Reimbursing these children bursement must show up as reportable income for reasonable expenses of attending an appropriate to the board or sta! member on a Form 1099 board meeting or a training conference would be or W-2. legitimate foundation expenses. Example: A board member takes his or her spouse Excerpted from: John Edie, Family Foundations & the to a Council on Foundations conference for family Law: What You Need to Know, 2nd ed. (Washington, DC: foundations. If the expenses paid by the foundation Council on Foundations, 1999), 32. P ASSAGES ISSUE BRIEF 19

NATIONAL CENTER FOR FAMILY PHILANTHROPY

SAMPLE JUNIOR BOARD POLICY r
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ing a sense of community and helping others, teamwork, and communication (e.g., and encourages attendance and participation in emails, presentations, and professional letter family meetings of children in the family, as writing skills) early as age 8, who express an interest in this work. Family members are eligible for nomina- r
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As a family foundation committed to maxi- other opportunities to participate in com- mizing the potential of children and youth, it munity e!orts has been natural to involve our own children, even those well below the age of majority, in r
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our family’s philanthropic activities. important role nonpro#ts play in helping children in their communities who have r
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di!erent experiences, abilities or hardships extension of the family’s connection to the to overcome. foundation: r
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thropic giving and direct client services to environment, with dialogue, a sense of nonpro#ts in the community. inquiry and a self-driven quest for knowl- edge. Advisors r
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The junior board shall have an adult advisor who both inside and outside the classroom. is a current member of the board of directors.

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Eligibility for Membership helping each other, and the role non-pro#ts 1. Membership is open to family members play. And, maybe most relevant, ages eight through seventeen years of age r
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and other non-family members by invita- importance as individuals and as participants tion from the executive committee. in their families and community. 2. All proposed members must meet the age requirement and demonstrate adequate Purpose of our Junior Board responsibility, interest and commitment We envision our junior board as a vehicle to to the foundation, in the discretion of the cultivate fourth generation leadership in the executive committee, with input from the family’s philanthropy. Speci#cally, we hope that junior board advisor. Candidates will be participation on this junior board will allow our asked to undertake an entrance interview children to: with a senior family member to ensure that they are clear on their roles and expectations. continued on page 20 P ASSAGES ISSUE BRIEF 20

NATIONAL CENTER FOR FAMILY PHILANTHROPY

Sample Junior Board Policy, continued from page 19 b. Adult advisor evaluates the nomination and takes one of three actions 3. Members must be willing to ful#ll the follow- ing responsibilities: i. Declines the request and redirects the child’s interest to more mission a. Attend, where possible, the portion of the aligned work, semi-annual meetings of the board of direc- tors where the junior board will report on ii. Works with the junior member to its activities. strengthen the request, or b. Be responsible for checking email and iii. Approves the nomination for consider- communicating with other junior board ation by the board at the board meeting members and the adult advisor, as necessary. by submitting the approved request to the executive director for inclusion in c. Research and/or visit, where possible, at the agenda. least one nonpro#t organization in the com- munity that is of interest to the member. c. Junior board member prepares a presenta- tion about the request, and present to the d. Provide the name, address, and website board, which may then approve or deny of the nonpro#t organization, along with the request. Once approved, the executive a paragraph or two explaining how the director will process the grant award. member’s proposed grant would help to maximize the potential of children or youth d. The junior board member will be encour- in the community. aged to draft a paragraph for the cover letter to accompany the grant, and to make the Grant Funds check presentation in person if possible. The 1. Junior board members may request up to junior board member will make a follow-up $2000 per calendar year for grants to non- report to the board at the next board meet- pro#t organizations that provide mission ing, to explain the progress and impact of aligned programs serving youth in the greater the grant. community where the junior board mem- e. Grant nominations should be submitted in ber resides. Grant funds may be requested alignment with standard deadlines of the in $1000 increments twice yearly at board foundation. meetings, or as one $2000 grant at either of f. Expedited requests: If the grant request is for the two semi-annual board meetings. a project which by nature of its timeline can 2. Funds may be dispersed for the following not wait until the board meeting, or if the activities: program support; project support, children are unavailable at the regular meet- or general operating support for the nonpro#t ing, the advisor may submit the request to organization; or a special project the child the executive director for expedited consid- wishes to work on with the organization. eration by #ve board members (the executive 3. Procedure for a grant nomination: committee, the advisor, and the two board members of the discretionary committee), a. Junior board member submits a nominating with the presentation to be made by video paragraph to the adult advisor. conference, or by other approved means. P ASSAGES ISSUE BRIEF 21

NATIONAL CENTER FOR FAMILY PHILANTHROPY

THINGS TO REMEMBER A next generation board can be a great adventure Finally, it’s important that the board for both the board that establishes it and for the takes the time to consider the legal younger family members experiencing philanthropy for the #rst time. However, next gen boards may implications of creating a next not be the best option for all families. Board members should consider what kinds generation board, and to ensure that of experiences they want next generation fam- your foundation is in full compliance ily members to have and what activities and tasks are appropriate for their ages and for the family’s with all relevant laws. In a sector unique dynamic. Instead of next generation boards, some family foundations #nd that a su$cient marked by increased media and introduction to governance and grantmaking can Congressional attention, it’s important come from other kinds of opportunities such as site visits, conference attendance, and group volunteer to avoid unnecessary legal scrutiny with projects. For families with next generation boards or those contemplating them, here are a few #nal your next gen board… things to remember:

Keep the next generation’s needs in mind. board. While next generation boards involve Consider the top needs of next generation boards: young adults in their teens and early 20s, some purpose, knowledge, respect, ownership, balance, next generation boards include members who and connectivity. have established professional lives, obligations, and interests. If a next generation board member r
Purpose: Next generation board members should sits on the board of an existing family foundation know the vision and values of the existing grantee organization, for example, a con"ict of foundation. This knowledge may lead to next interest could occur. This by itself is not illegal generation board members constructing their or even unusual, but it is important to develop own vision and values statement that comple- a con"ict-of-interest policy and to discuss any ments the existing board’s. issues that might arise from board participation. r
Knowledge: In addition to sharing the existing Another potential problem area for some family foundation’s history, help next genera- families is governance. Many family foundations tion board members understand areas like due are under-funding it and therefore limiting their diligence, legal responsibility and financial ability to achieve their goals, found Kelin Ger- investments. sick and a team of researchers in the National Center-commissioned study Generations of Giving: r
Respect: Give a voice to all foundation mem- Leadership and Continuity in Family Foundations. bers, whether existing or new. Communicate Reasonable expenses, such as consulting costs for expectations and responsibilities, and make sure investment advisors, can further the e$ciency there are vehicles for support and feedback in of the foundation and are not going to invite both directions. the scrutiny of Congress. To learn more about allowable expenses, check with your legal and r
Ownership: Help next generation board members #nancial advisors. become strong grantmakers by celebrating their P ASSAGES ISSUE BRIEF 22

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successes, allowing them to take risks, and help- ing them learn from their mistakes. YOUTH PERSPECTIVES: r
Balance: Be sure to strike a compromise between Purpose and Respect honoring the donor’s legacy and the interests of next generation board members. Create an Katie Marcus Reker Having a discussion environment of mutual learning and education while respecting constraints on the younger gen- eration’s time, such as school, careers or family obligations. conversation and engage the kids even more. r
Connectivity: Create mechanisms for next genera- Sarina Dayal tion board members to interact with the existing board and to fund nonpro#ts that interest them. It can be quite a task to gauge and accommodate when grantmaking, we refer to it to make sure all these needs at once, but “you can’t really make a plan for how the next generation will be trained Katie Marcus Reker without them” says family philanthropy consultant Karen Green. How can it be done? Holding a family meeting beforehand to discuss the opportunity with next generation board members can be invaluable. It can help existing board members identify the next generation’s interests and needs and structure the potential next generation board accordingly. Meet frequently to review how the process is moving and what can be improved. pigeonhole people based on their initial receptivity, Keep in mind that younger board members or a lack thereof; you may be surprised. are busy too—whether it’s with school and extra- Encourage family members who would like curricular activities or with #nishing college and to participate in the foundation. But family mem- starting careers. They may be interested but unable bers who aren’t ready, willing, or able to take part to participate, or they may be able to participate but shouldn’t have that held against them; they can not especially interested. Keep the invitation open. often #nd other, more appropriate outlets for their personal philanthropy and family connections. In Create opportunities—not obligations. fact, family foundation members may want to con- There are many ways that young people may be sider a tiered approach to new family members’ involved in the work of a foundation. Be sure to involvement: next generation board membership, make a next generation board the opportunity it internships for younger family members who are was probably intended to be and not the obliga- especially interested in joining the next generation tion it can often become. There are many stories board, or site visits and conferences for those just of younger family members who were primed for seeing the family’s philanthropy for the #rst time. board service but who lost interest eventually… and The more opportunities there are, the less obliga- there are just as many stories of those who showed tory a given position becomes, and the more next very little interest initially but who suddenly became generation family members see the philanthropic incredible philanthropists! So be careful not to world as a rewarding experience. P ASSAGES ISSUE BRIEF 23

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Be open to new ideas and approaches. “At the Youth Philanthropy Connect Confer- Lastly, while next generation board members can learn ence, one of the youth board members’ favorite parts a great deal from board members, board members can was the fact that they were able to have conversations also learn a great deal from the next generation. Take with adults where they were treated with respect,” the opportunity to review the foundation’s goals and says Katie Marcus Reker, a 18-year-old non-family mission with the next generation. Think carefully board member of the Frieda C. Fox Family Founda- about what good trusteeship entails and impart that tion. “Everyone knows that the kids learn from the knowledge to the next generation. Sometimes board adults, but people don’t often understand that a lot of members review the foundation’s history and invite times the kids can give a new and valuable idea on a next generation board members to go on site visits long-standing or challenging topic. When I was on and to volunteer in their communities. These experi- the Junior Board of the Frieda C. Fox Foundation, ences can be invaluable. One of the beauties of a we were re-evaluating our values and one of the next generation board is its innocence—its ability and statements was worded in a way that another Junior willingness to take risks and make mistakes. Expect Board member and I did not like. We o!ered our to take the journey with the next generation and opinions and suggested a new term, and the board rediscover why you became a philanthropist. accepted it and appreciated our new take on the same

SUMMARY OF ADVICE AND TIPS r
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another and the foundation. conduct its grantmaking: review list of ques- tions on page 15. r
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NATIONAL CENTER FOR FAMILY PHILANTHROPY old phrase. Sometimes youth o!er new perspectives Research and Trends on Next Gen and and di!erent ways of looking at things to the adults Intergenerational Philanthropy on the full board. This learning experience educates r
Generations of Giving: Leadership and everyone and must be a two-way street.” Continuity in Family Foundations CONCLUSION: IGNITING THE SPARK r
#NextGenDonors For philanthropic families, the issue of succession is r
Millennial Impact Research truly a special one. There are many ways for families r
2012 Study of High Net Worth Philanthropy to ignite the philanthropic spark among younger family members, and increasingly the next genera- Additional Books Suggested by Youth tion board is one of the core vehicles that families Philanthropy Connect use to do so. We invite you to capture this incred- ible chance to grow your legacy of philanthropy r
A Kids Guide to Giving through your family and leave the world better than r
Cause for Change you found it. Share what you want to accomplish in r
Classi#ed: Hope to Stop Hiding Your Privilege partnership with the next generation, build a pro- and Use it for Social Change gram that advances that vision, and put it to work. r
How to Be An Everyday Philanthropist ADDITIONAL RESOURCES AND r
Inspired Philanthropy: Creating a Giving Plan REFERENCES and Leaving a Legacy National Center for Family Philanthropy Resources r
Kid’s Guide to Service Project r
Raising Charitable Children r
Discretionary Grants: Engaging Family... or Pandora’s Box? (2011) r
Raising Financially Fit Kids r
Philanthropy’s Role in Developing Responsible r
The Giving Book Adults (2011) r
The Giving Family r
Choosing and Preparing Your Grantmaking r
The Power of Half: One Family’s Decision to Successors (2010) Stop Taking and Start Giving Back r
Passing the Baton? Generations Sharing Leadership (2008) IGNITING THE SPARK: RESOURCES FOR BUILDING NEXT GEN r
Growing to Give: Instilling Philanthropic Values LEADERSHIP in Teens and Preteens (2004) Family Foundation Case Studies Looking for more tips, ideas, and tools on next r
Families In Flux: Guidelines for Participation in generation boards? Check out this series of real- Your Family’s Philanthropy (2004) life case studies of family foundations with next r
Successful Succession: Inspiring and Preparing gen boards, developed by Youth Philanthropy New Generations of Charitable Leaders (2003) Connect and the National Center for Family Philanthropy. Contact the National Center at r
Opportunity of a Lifetime: Young Adults in 202.293.3424 or Youth Philanthropy Connect Family Philanthropy (2002) at 818.308.4451 for details! P ASSAGES ISSUE BRIEF 25

NATIONAL CENTER FOR FAMILY PHILANTHROPY

About the Authors Kevin Laskowski is Senior Katie Marcus Reker is Research and Policy Associ- Program Assistant for Youth ate at the National Com- Philanthropy Connect. Ka- mittee for Responsive Phi- tie has been active in youth lanthropy, speaking, writing philanthropy since age eight, and blogging frequently on and serves as the Junior Board trends, accountability and Advisor and a member of the e!ective practices in philanthropy. He joined Board of Directors of the Frieda C. Fox Fam- NCRP in 2009 as #eld associate, successfully ily Foundation. She is also in her third year as coordinating membership services and sup- committee member on the Association of Small porting special initiatives. Prior to joining Foundation’s Next Generation Committee. As NCRP, Kevin served as a program coordina- a Junior Board Member of the Frieda C. Fox tor for the National Center for Family Phi- Family Foundation since 2006, Katie enjoyed lanthropy, where he wrote and edited Family making site visits, learning about grantmaking Giving News, the nation’s most widely read by sponsoring several grants, and sitting in on e-newsletter for family foundations. board of directors meetings. She has now un- dergone the transition from the Junior Board Annie Hernandez is Di- to the Board of Directors, and is engaged in rector, Youth Philanthropy philanthropy more than ever while working as a Connect (YPC) for the full-time student at Scripps College. Frieda C. Fox Family Foundation. Annie joined About Youth Philanthropy Connect the sta! of the Frieda C. Fox Family Foundation in November 2012, coming from The Lumpkin Family Foundation, a co-founding partner of YPC. As a Program Director at The Lump- kin Foundation, Annie led the next genera- tion e!orts and developed the Good Works Connect network of nonpro#ts in downstate Youth Philanthropy Connect is a special proj- Illinois. Her prior experience includes service ect of the Frieda C. Fox Family Foundation in a variety of roles in public and nonpro#t that connects youth involved in grantmaking organizations, including a management sup- and philanthropy with their peers and col- port organization, the State of Indiana’s Rural leagues. YPC provides educational program- A!airs, the J.W. Fanning Institute for Leader- ming at an annual conference for youth ship at the University of Georgia where she boards and their adult advisors, and advances was faculty with the Community Leadership philanthropy by o!ering professional devel- Association, and Fiesta Indianapolis, Inc. opment opportunities for youth who will be where she was its #rst Executive Director. tomorrow’s trustees. P ASSAGES ISSUE BRIEF 26

NATIONAL CENTER FOR FAMILY PHILANTHROPY

Thanks to Our Contributing Families without the prior written permission of the Thanks to the following foundations, includ- National Center for Family Philanthropy. The ing each of the founding members for Youth information in this paper should not be taken as Philanthropy Connect, for providing their ex- quali#ed legal advice. Please consult your legal periences and perspectives on this interesting advisor for questions about speci#c legal issues and dynamic topic: discussed in this essay. The information pre- r
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'PVOEBUJPO our annual contributors who make it possible for the National Center to produce impor- About the National Center for Family tant content for the #eld. We also express our Philanthropy deep gratitude to the family foundations that The National Center for Family Philanthropy agreed to share their stories in this paper. is the only national nonpro#t dedicated exclu- sively to families who give and those that work For information about becoming a Friend with them. NCFP provides the research, exper- of the Family, email [email protected] or call tise, and networking opportunities necessary to 202.293.3424. For organizations serving inspire our national network of giving families donors, foundations and advisors, we o!er every step of the way on their philanthropic exclusive Passages sponsorship opportunities journey. Families learn how to transform their that allow your organization to align itself values into e!ective giving that makes a posi- with topical content that is relevant to your tive and enduring impact on the communities services, products, or expertise. For more in- they serve. Together, we make great things happen. formation, contact [email protected].

Legal Disclaimer We welcome your comments. © 2013 National Center for Family Philan- If you have comments, questions or sugges- thropy. All rights reserved. No part of this essay tions for a future edition of Passages, contact: may be reproduced or distributed in any form [email protected].

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