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Sustaining the legacy > A HISTORY OF THE PEW CHARITABLE TRUSTS THE PEW CHARITABLE TRUSTS >
One Commerce Square
2005 Market Street, Suite 1700
Philadelphia, PA 19103-7077
www.pewtrusts.com Viewed from the perspective of a new century, the events and issues of the year 1948, when the first of
the seven philanthropies that today compose The Pew Charitable Trusts was formed, are quite remarkable.
America’s will to protect democracy in Europe and around the world was challenged, and proven, in West
Berlin. The President ordered the Armed Forces to integrate, and the nation, driven by controversy at a
political convention in the Trusts’ hometown of Philadelphia, focused on civil rights. The Nobel Prize
in Physiology or Medicine was awarded for research on the toxic properties of DDT and its role, as an
insecticide, in eradicating such diseases as typhus and malaria. A seminal report on journalism
addressed the rights and responsibilities of a free press.
These events, and many others, reverberated through the subsequent decades. The cold war, and its Introduction >> aftermath in Russia and Eastern Europe, dominated international affairs. Civil rights and equal
opportunity for all Americans became and remains a paramount social policy concern. The environmental
harm of insecticides and pollutants has shown us that society has a vital stake in determining how
to apply the products of scientific and medical progress. The media continue to take stock of their place
in our American democracy, especially in the current era of expanding means of communication.
As these and other crucial issues have evolved, The Pew Charitable Trusts have chosen not to be a
bystander, but instead have participated in fostering their consideration and resolution. In fact and in
deed, the Trusts’ history as a family foundation has been one of consistency, continuity and respon-
siveness to current conditions and unfolding needs.
page 1 >> A central responsibility of The Pew Charitable Trusts is to remain true to the wishes and values of the donors, those
four brothers and sisters who more than half a century ago established a memorial foundation to meet pressing social needs.
The charge to reflect the founders’ fundamental values remains especially vivid for this foundation, where, into the early
years of the 21st century, more than half of the board are family members, with a rich legacy of direct connection
to J. Howard Pew, Mary Ethel Pew, J. N. Pew Jr. and Mabel Pew Myrin. So the Trusts continue firmly grounded in the founders’
intent to nurture American democratic traditions, promote an educated and engaged citizenry, protect religious freedom,
improve the quality of life in U.S. communities and assist those in need.
External realities do change, however. Today the problems facing the United States are complex and often
seem impervious to solution. At the same time, the challenge to foundations to step into the breach on many
fronts is great. Given these realities, the Trusts must ponder more intensively than ever before how their
seemingly abundant but ultimately limited resources can be best applied. Which investments, they must ask, introduction will most effectively address the problem at hand? To answer that question, the philanthropic principle that
advises teaching a hungry man to fish instead of merely giving him a fish is regularly put to work at the Trusts.
Which important human problems should be addressed earlier, and nearer the point of origin rather than
later, when people are struggling with the effects? Which can be lessened, perhaps even avoided, by being
tackled closer to the source? In short, how can the best results be achieved?
In the for-profit world beyond philanthropy, highly focused, results-oriented undertakings are far from new. In
fact, such efforts preceded and made possible this foundation itself. The Trusts of today look to the founding Pews
for guidance not only in terms of values and charitable intent but in their entrepreneurship as well. The most
successful of the Trusts’ grantmaking efforts have many of the characteristics of an effective business and bear
the same responsibility to return lasting results.
page 2 >> The founders funded education, medical research, health-care facilities, religious organizations and recovery
efforts from natural disasters. But the extent of their philanthropy would have been a small fraction of what it
has become, and it would have been less effective, had they not previously:
> > envisioned what a deep-water terminal in Texas and a refinery on the Delaware River could do for the
young Sun Oil Line Company of western Pennsylvania;
> > invented tools for drilling and refining the crude oil; improved their products and created valuable uses
for byproducts;
> > built new and essential means of transport, including ports and ships;
> > leveraged assets and expertise, and those of partner companies, into expanded ventures;
> > caught the wave of a transportation revolution as, after World War I, a great multitude of cars, thirsty for
gas, rolled onto American roads;
> > recognized the potential benefits of building a vast interstate pipeline and then obtained the thousands
of permits and easements necessary to create it.
The first sections in this history set out some of the ideas—both commercial and philanthropic—in which the
founders invested, and recount the growth of their foundation. The later chapters show how the more recent
stewards of their generosity have sought to expand its reach by returning to entrepreneurial strategies, including
many of those reflected above. Attempting to broadly envision what is possible, to bring creativity to bear on
seemingly intractable problems, to leverage assets and expertise into new capability, to recognize and seize ripe
opportunities—in these efforts, as well as in values and ideals, the evolution of the Trusts from their origins reflects
their continued rootedness in lessons from the founders.
page 3 >> 1848 - 1912
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1970 > early advertisement for j.n. The origins of the enterprise > >
pew’s real estate business 1971 in titusville, pennsylvania. > j. howard pew.
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> joseph newton pew.
> students of j.n. pew, early beneficiaries of the family’s commitment to education, in front of their one-room schoolhouse in london, pennsylvania.
The origins of the enterprise >
page 4 >> There, he met and married Mary Catharine Anderson. His enterprise and hard work began The story of The Pew Charitable to reap rewards in 1881 when Trusts begins with Joseph Newton he developed the Keystone Gas Pew, a man raised on a farm Company, which used the in western Pennsylvania who byproducts of oil, such as natural created one of America’s leading gas, to provide heat and light corporations and laid the for the community of Bradford, groundwork for its success. He 60 miles away. was the father of the four J. N. Pew was born in 1848, founders of The Pew Charitable the youngest of ten children By the following year, he owned Trusts, and he was also the source of John and Nancy Glenn Pew. the Haymaker gas well in of the spirit and ideals that He grew up on the family’s Murrysville, then the largest in guided them in the development farm in Mercer, 55 miles from the world, and was delivering gas of their philanthropy. The values Pittsburgh, Pennsylvania, to Pittsburgh. In the late 1880s, that inspired him—education, attended Edinboro Normal the growth of his enterprise led religion, entrepreneurship and School and taught for a time to the founding of the Sun Oil social responsibility—gave before he tried his hand at Line Company, which he named direction to his children and business. for the largest of the heavenly continue to guide the charitable bodies. That company, along with When J. N. Pew was 11, America’s institution that they developed. his Ohio-based Diamond Oil first oil well gushed forth in Company, provided transportation Titusville, not far from his home, services and delivered oil products and it was to Titusville that he throughout the Midwest. went to seek his fortune in real
estate and insurance in the 1870s. page 5 >> During this period, J. N. Pew and his wife began to raise a family and to pass along the values they believed essential to leading a J. N. Pew then demonstrated his productive and faithful life. They ingenuity for integrating sought the finest education for products and systems on a grand their children, so that they would scale. He entered into a be informed, responsible citizens. Curiously, an event in Texas was to partnership with United Gas They guided their religious turn J. N. Pew’s attention eastward Improvement Company of training, so that they would follow and lead him to Philadelphia. In Philadelphia to build a refinery Christian ideals. And they pointed 1901, a gusher called Spindletop along the Delaware River, and he the way to business success through burst forth near Beaumont, Texas. purchased an 82-acre site at J. N. Pew’s own example of Immediately, Pew dispatched his Marcus Hook, near Chester. The honorable and conscientious work. nephew Robert to assess the new first ocean-borne shipment of His most important philanthropic fields and explore the feasibility of Texas crude arrived at Marcus contribution was inspired by acquiring leases there. Robert Hook in 1902 on the S.S. one of his former pupils, who Pew was enthusiastic about what he Paraguay, a converted Great Lakes sought to establish a college in found and sent his younger ore carrier. western Pennsylvania with high brother, J. Edgar Pew, to Sabine academic standards and religious Pass, Texas, where he developed a commitment. The institution, deep-water terminal. Grove City College, founded with the financial support of J. N. Pew, continues to flourish. page 6 >> The young scientist didn’t disappoint his father. He developed a lubricating oil with an extremely low cooling point;
By this time, J. N. Pew was the it became an international success father of five children. Arthur, under the name Sun Red Stock. the eldest, had graduated from J. Howard’s laboratory work also Princeton. J. Howard, the yielded the first commercially Upon his death, his family met to second son, had completed an successful petroleum asphalt, determine the future of the Sun undergraduate degree at 18 called Hydrolene, in 1904. By Oil Company. Arthur was in ill from Grove City College and 1910, Sun Company boasted health, so they chose J. Howard as was attending the Massachusetts more than 100 trade items. president and J.N. Jr. as vice Institute of Technology, where Pew’s third son, J. N. Pew Jr., president. he studied engineering with graduated from Cornell with an course work in thermodynamics The two young men, only 30 and engineering degree in 1908. He, and structural design. J. N. Pew 26 years old, took responsibility too, joined Sun Oil, setting out recruited both sons into the for a growing company in to learn about and participate in company, naming Arthur vice a developing and competitive the company’s activities. president and assigning J. Howard industry. They would prove the task of finding a use for the J. N. Pew died in 1912. He had themselves in many ways over the black residuum that remained traveled far from the Mercer coming years, fulfilling their when Texas crude was refined. farmhouse and built a national father’s entrepreneurial dreams enterprise that would continue and nourishing the values they to grow, under the leadership had learned as children. of his sons, to worldwide scope and influence.
page 7 >> 1848
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1884 > j. howard pew with albert daily, oldest employee of sun oil co. 1886 in point of service-53
years, circa 1950. 1889
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Free markets, free people: 1970 The growth of Sun Oil > >
1971 > early days at the marcus hook refinery on the delaware, south of philadelphia.
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> two-fisted gas pump promoting blue > the 90-year anniversary celebration of the drake well, sunoco gasoline from the 1930s, in titusville, pennsylvania, in 1949. the well was the advertised as “the high-powered first drilled for the express use of producing oil, knockless fuel at no extra price.” initiating the industry in which sun would become a major player,
Free markets, free people: The growth of Sun Oil >
page 8 >> Guided by their parents’ philosophy and their upbringing, as well as their own talents, the young brothers moved quickly to define their business relationship and Following World War I, American When the two sons of J. N. Pew the direction of their company. society entered a period of explosive assumed the leadership of the Sun They specified equal salaries for change. Cars took to roads in Oil Company, they did so in an themselves, so that neither could ever-increasing numbers and with environment that was radically be said to dominate, and they ever-greater power. Sun opened different from the one in which continued their father’s financial its first service station in Ardmore, their father had developed his conservatism, returning a small transatlantic shipping routes Pa., in 1920; within a decade the independent oil company. In 1911, dividend so that earnings could would be in danger and that many company owned or controlled 500 a year before J. N. Pew’s death, be reinvested in the company. At more tankers would be needed filling stations nationwide. the United States Supreme Court the time, Sun Oil Company was to ensure a continued flow of oil To meet the need for higher- enforced the dissolution of the capitalized at $6 million. across the Atlantic. octane gasoline, General Motors Standard Oil Company under the One investment was Sun His solution was to establish a and Jersey Standard collaborated to Sherman Anti-Trust Act. Shipbuilding. When J. Howard shipyard, and it contributed form the Ethyl Corporation. The The court’s action was significant Pew learned of the German U-boat strongly to the Allied effort in Pew brothers declined an invitation for its effect on the industry, program on a visit to Europe in World War I, building tankers to participate, so strong was their and it was equally important for 1915, he concluded that and minesweepers and employing sense of independence and their the Pew family. It reinforced 10,000 men. By World War II, hostility to monopolies. their conviction that industry Sun Shipbuilding would be the thrives best when markets and largest private shipyard and the competition are free. biggest producer of oil tankers in
America. page 9 >> > j. howard pew at age 18, on his graduation from grove city college.
1882 - 1971 1882 - 1971
J. Howard Pew >
John Howard Pew, born in Bradford, Pennsylvania, on January 27, 1882, as the second son of Joseph N. and Mary Anderson Pew, graduated from Grove City College at the age of 18 and went to work for the Sun Company. He was so diligent in the company laboratories that he sometimes slept there at night, in order to get right back to work in the
> j. howard pew and his wife, morning at the formulas and processes he was developing. Among his research credits are the first commercially successful helen thompson pew. petroleum asphalt (which was also Sun’s first trademarked product) and a lubricating oil superior to its competitors.
J. Howard Pew succeeded his father as president of the Sun Company in 1912, when he was only 30 years old. He took a broad view of its business, ranging from producing, refining, marketing and transporting the company’s products. When automobiles became important, he made the company a world leader in gasoline production. He was instrumental in expanding the company into shipbuilding, which proved vital in supporting American forces through two world wars and in extending the national and international enterprises. Sun’s prosperity also provided the underpinnings for the family philanthropy.
J. Howard Pew’s business and personal philosophies were closely linked, based on a strong Christian faith and a commitment to democratic ideals. He bitterly opposed the cartelization of the oil industry as well as all attempts at price fixing. He strongly supported the political freedoms that encouraged free competition in enterprise and promoted individual involvement in civic affairs. He chaired the board of Grove City College for decades and was a generous, though anonymous, donor. He was a faithful Presbyterian who participated in the affairs of his church, both locally and nationally. He believed fiercely in the rights and freedom of the individual.
When J. Howard Pew died, in 1971, the Rev. Billy Graham assisted the Rev. William Faulds, pastor of the First Presbyterian Church of Ardmore, in the funeral service. In the words of Dr. Faulds, “His generosity has been felt by many. Because of his foresightedness it will be felt for generations to come.”
page 10 >> The Pews expressed their commitment to their employees In the same period, J. N. Pew Jr. in other ways as well. No Sun set out to expand the company’s employee was laid off or suffered market area by building pipelines a pay cut during the Great Sun resolved to develop a gasoline to Pittsburgh, Cleveland and Depression. J. Howard Pew without tetraethyl lead, a powerful Syracuse. The pipelines vastly blamed that economic tragedy on but dangerous additive. The result increased the scope of Sun Oil’s employers who paid inadequate was Blue Sunoco, colored to match services. In the course of gaining wages and thus drove down tile seen by J. N. Pew Jr. and his some 2,000 permits to cross demand. A free market, he felt, wife on their honeymoon trip to highways, railways, electric lines > j. howard and ethel pew. required responsible, active China. Blue Sunoco provided and navigable waters, not to leadership from the business Sun with a single-grade gasoline mention 3,300 easements, the sector. Indeed, the Sun Oil that was as powerful as the Ethyl younger Pew also gained a bit Company flourished during the products, and cheaper. of political experience. 1930s, as it strove to meet The company began to issue the needs of consumers in the To implement the New Deal and common stock through the New automobile and aircraft industries, the National Recovery Act, > first sun headquarters York Stock Exchange in 1925. with products to serve the higher President Franklin D. Roosevelt and first offices of the pew memorial foundation, walnut The following year, it put forward compression ratios of new cars. invited the oil industry to street, philadelphia. one of the first stock-sharing develop guidelines that would plans for employees. The Pews help Americans cope with believed that such ownership the Depression. The Pews were would heighten workers’ interest instrumental in drafting these and involvement in the company’s guidelines, but they were stunned success. when the government rewrote them to include a provision for fixing the price of oil. page 11 >> Consistent with the free-market philosophy inherited from their father, the Pews reacted instinctively to the plan. Their Following the war, the Pews vocal opposition helped to hold stood firmly for markets free back the Roosevelt proposal of government or monopoly and set them firmly against the control. They held out against President. During FDR’s the continuation of wartime subsequent terms, J. N. Pew Jr. regulations, and they fought the became one of the major forces proposed cartelization of the in what he described as the battle Anglo-American oil industry. to ensure a two-party system. Although Sun Oil Company was When World War II broke out, one of the world’s largest, the the Pews rallied to support Pews continued to see themselves government actions to mobilize as independents and to believe
> blue sunoco fuel pump, 1958. industry in the war effort. Sun that economic independence companies provided petroleum was the bedrock of success for all products that helped lead to corporations and individuals. Allied victory, and the ships to Their independence was not carry it. exclusively a business matter. It was embedded in their personal
> Young J.N. Pew Jr., second from principles, which they strongly right, learning the oil business from the ground up in the believed should not be limited or Venezuelan jungle. excised by government or any monopoly. page 12 >> > j.n. pew jr., national collegiate champion in the hammer throw at cornell university. 1886 - 1963 1886 - 1963
J.N. Pew Jr. >
Joseph Newton Pew Jr., the youngest son of Joseph N. and Mary Anderson Pew, was the most visible family member of
> joseph n. pew jr., j. his generation. His portrait graced the cover of Time in 1940, and his participation in the affairs of the Republican party edgar pew after a placed him at the center of American political life for nearly three decades. hard day at hernandez, venezuela. J. N. Pew Jr., known as “Joe” to his innumerable business and political acquaintances, was friendly and outgoing. His country home, Warwick Furnace, in Glenmoore, Pennsylvania, was the site of social events for hundreds of associates; it was also a sportsman’s retreat for him, his family and close friends.
Born November 12, 1886, in Pittsburgh, he graduated from Cornell University with a degree in mechanical engineering. He passed up an opportunity to compete in the 1908 Olympic Games (in the hammer throw, in which he held the national collegiate championship) to join the Sun Oil Company in Philadelphia. But he grew restless behind a desk and went into the field to learn the business from the ground up, drilling oil wells in Illinois and laying roads in South America. Upon his father’s death, he became vice president of the company.
J. N. Pew Jr. was a visionary in both science and commerce. In the early 1920s, he became concerned with the problem of crooked holes in the drilling of oil wells and developed a gyroscopic instrument combined with a high-speed camera and a timing device to measure the angle and direction of deviation. Patented in 1926, the instrument proved essential in attaining drilling depths never reached before.
His experiences profoundly influenced his values. The first grant in the field of education given by The Pew Memorial Foundation was to Cornell University to ease the transition for engineering students between high school and college. He was responsible for recruiting a consultant to help the foundation identify the needs of historically black colleges. To the end of his life, he supported rigorous and high-quality education for all and maintained a commitment to community service and, above all, to the concept of free competition in the marketplace. page 13 >> 1848
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1884 > an early display echoing the pews’ concern with government
1886 growth and expenditure.
1889
> graduation processional at grove 1947 city college, led by j. howard pew and other dignitaries. 1948 - 1956
1970
Family traditions in quiet philanthropy: 1971 The Pew Memorial Foundation >>
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> j.n. pew jr., talking with reporters at a sun company press briefing.
Family traditions in quiet philanthropy: The Pew Memorial Foundation >
page 14 >> president in charge of production; Frederick B. Hufnagel Jr., nephew to J. Howard Pew’s wife, Helen; The early grants reflected these and Joseph Newton Pew 3rd, son priorities. The first check written of J. N. Pew Jr. The founders by The Pew Memorial Foundation The Pew Charitable Trusts came capitalized the foundation with was for $30,000 to the American into existence in 1948 as The Pew 880,000 shares of Sun Oil Red Cross, for flood relief in Memorial Foundation. The four Company stock, which returned Pennsylvania. The second was for living children of Joseph Newton an annual dividend of $880,000. $95,000 to the Institute for and Mary Anderson Pew chose They met for the first time on Cancer Research to cover the cost to honor their parents’ memory April 3, 1948, in J. Howard Pew’s of building a research laboratory. by contributing to causes that offices in the Sun Oil Building at (The institute is now part of the would represent and support the 1608 Walnut Street, Philadelphia. Fox Chase Cancer Center in ideals and values that guided their At that first meeting, the board Northeast Philadelphia.) In 1948, upbringing. stressed the four general areas of the board awarded six grants giving designated in the trust totaling $582,500, including The four, who are remembered document: scientific, charitable, $449,000 for the building fund today as the founders, formed religious and educational. of the Institute for Cancer the core of the foundation’s Research. In its first year the board. They were J. Howard Pew, foundation also gave generously Mary Ethel Pew, J. N. Pew Jr. and to the American Bible Society and Mabel Pew Myrin. Three other Grove City College, J. Howard family members joined them: Pew’s alma mater. Jno. G. Pew Sr., cousin of the founders and Sun Oil’s vice
page 15 >> Even in its earliest years, the Accordingly, most grants came board took an entrepreneurial about because of the Pews’ direct approach to grantmaking and knowledge of, or familiarity with, sought new and innovative organizations and individuals. opportunities for foundation Even in anonymity, however, their support. In 1949, J. N. Pew Jr. black colleges that continued philanthropy touched nearly suggested that the foundation through the 1990s. Holland later every aspect of life in Philadelphia undertake a program to assist became president of Delaware and reached beyond to institutions black colleges. Two years later, followed the Waldorf method, State College and Hampton and organizations worldwide. he hired Jerome H. Holland an educational system that Institute. to serve as a consultant on In education, the foundation engages students’ psychological interracial matters and as a field Reflecting the board’s preference, supported private colleges, and social as well as their thinking representative for the foundation. the Pew Memorial Foundation choosing to meet needs that could skills; the system was propounded Like J. N. Pew Jr., Holland was a was not well known in its early not or should not be addressed by the Austrian educator Rudolf graduate of Cornell University days. The founders chose by state or federal governments. Steiner and strongly supported by who excelled in academics as well anonymity in their giving because In addition to Grove City College, Mabel Pew Myrin. as athletics there. they expressly sought no earthly the foundation reached out in Aid to hospitals, favored by all reward for their deeds. Instead, secondary education, to libraries During his tenure with the of the founders but a particular they followed the admonition of and to seminaries. It also foundation, Holland visited interest of Mary Ethel Pew, Jesus in Matthew 6:3: “… when supported schools, especially the numerous college campuses. Out contributed to the building and thou doest alms, let not thy left Kimberton Farm School, that of his early work grew a program development of medical facilities hand know what thy right hand of support to promote equal in Philadelphia, especially at doeth: / That thine alms may be opportunity through historically Lankenau Hospital on in secret: and thy Father which Philadelphia’s Main Line. seeth in secret himself shall reward thee openly.” page 16 >> The foundation’s charitable donations included grant assistance for emergencies, such as flood relief, and ongoing support to the American Red so did requests for grants. Cross and Community Chest The founders and their board drives in Philadelphia and colleagues realized that the proper > j.n. pew jr. and family on vacation the nearby cities of Chester and disposition of their philanthropy in the southwestern u.s.
Phoenixville. Religious > jerome h. holland, early and long-term required, in the long term, a consultant to the pew memorial foundation. contributions focused on the staff capable of managing their Presbyterian Church as well as assets as well as administering individual houses of worship the grantmaking. and extended to the National Council of Churches and the At the same time, John D. M. Archdiocese of Philadelphia. Hamilton, their legal counsel, expressed concern about what he Between 1948 and 1956, The Pew perceived to be an anti-foundation Memorial Foundation made attitude on the part of the federal 181 grants totaling $12.5 million. > mary ethel pew and mabel pew myrin enjoying government and suggested that a relaxed moment with a family friend. Despite its anonymity, as the the board reshape The Pew foundation’s giving increased, Memorial Foundation. The result was the creation of The Pew Memorial Trust and the founding of The Glenmede Trust Company.
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1971 The Glenmede Trust Company > >
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> the american red cross, the first grant recipient, responding to an emergency.
> mabel pew myrin participating in the groundbreaking for the scheie eye institute.
The Glenmede Trust Company >
page 18 >> The Committee on Grants The structure of The Glenmede maintained the direction and Trust Company enabled the the interests of the Pew family The Glenmede Trust Company, Pews to establish individual that had guided The Pew Memorial named by the founders for the trusts with specific missions and Foundation. Areas of interest Pew family estate in Bryn Mawr, to participate jointly in the included education, hospitals, was chartered to undertake a wide grantmaking process for all these medical research, religion and variety of trust activities under trusts. The Glenmede Trust other charitable causes. The nine major stockholders also the banking statutes of the Company began operations in entered into a “stock succession Following the founders’ religious Commonwealth of Pennsylvania offices in the Sun Oil Building agreement,” which provided that conviction that philanthropy in 1956. with a staff of two, one of whom (except for a small number of should be private, the committee was its first president, Allyn R. In its first years of operation, the unrestricted shares) the stock of maintained a careful policy of Bell Jr. company’s primary responsibility a major shareholder could be anonymity, insisting that no was to administer the newly formed A board of directors of 12 members transferred only to a person who mention be made of the Trusts’ Pew Memorial Trust and the two took charge of the affairs of had been approved by vote of contributions and declining additional trusts established by Glenmede. Nine of those 12, the two-thirds of the other major grantees’ requests to publicize the founders in 1957: The Mary major shareholders in the shareholders. the gifts. Anderson Trust, named for company, became the members The continuity provided by the Many of the large grants in the their mother, and The J. Howard of the board committee with succession agreement is often early years provided assistance for Pew Freedom Trust, created to primary responsibility for the cited as a primary reason for the buildings or campus development. support organizations and projects grantmaking of the charitable consistency of giving by The Pew Such institutions as Lankenau that shared J. Howard Pew’s trusts—the Committee on Grants, Charitable Trusts over the years, Hospital, Grove City College and religious beliefs, political and Donations and Contributions. for it has permitted the Trusts the University of Pennsylvania economic philosophies and to adapt to new needs while were able to add major facilities broader philanthropic interests. maintaining a direct line to the with the Trusts’ support.
family’s traditions and legacy. page 19 >> The concerns of historically black colleges continued to have the committee’s attention. It appointed The founders insisted, too, on J. N. Pew Jr., Jno. G. Pew a large number of small grants The death of J. N. Pew Jr. and J. N. Pew 3rd to oversee that offered operating or project brought the succession agreement grantmaking in this area. From assistance in a wide range of into play for the first time, and an electron microscope for the subject and geographical areas. J. N. Pew Jr. died in 1963. His the parties selected Thomas S. Institute for Cancer Research to The Allied Jewish Appeal and will provided for the establishment Horrocks, a Sun Oil Company capital funds for veterinary Catholic Charities took their of The J. N. Pew Jr. Charitable executive. Four years later, medicine at the University of place alongside the Presbyterian Trust, which became the fourth Frederick Hufnagel died, and he Pennsylvania, the committee Fund. Missionary colleges as trust under the administration was succeeded by R. Anderson maintained its interest in the far away as Asia joined Conwell of Glenmede. In 1965, the Pew, the grandson of Arthur E. sciences. Theological Seminary of remaining founders established Pew, eldest child of J. N. Pew. Philadelphia, the Moody Bible Between 1957, when The the fifth family trust, The Through the succession Institute of Chicago and Fuller Glenmede Trust Company began Knollbrook Trust, named for the agreement, the philosophy of Theological Seminary in to administer the Trusts, and home of J. Howard Pew. As a the founders was maintained Pasadena, California, as grantees. 1969, The Pew Charitable Trusts further tribute to J. N. Pew Jr., as the years passed, and awarded 2,565 grants totaling the committee permitted the organizations and ideas they $64.6 million. The yearly average first public mention of one of cherished remained central to allocation of $5 million its gifts in 1967. The occasion the grantmaking of the Trusts.
> billy graham, a longtime family represented a fourfold increase was the opening of the Lou Henry friend and evangelical leader. over the average grantmaking Hoover Building at Stanford between 1948 and 1956. University. The J. N. Pew Jr. Charitable Trust was included among the donors listed on a bronze plaque in the lobby. page 20 >> > mabel pew myrin receiving an award from presbyterian-university of pennsylvania medical center. 1889 - 1972 1889 - 1972
Mabel Pew Myrin >
Mabel Pew Myrin, born Mabel Anderson Pew, was the youngest child of Joseph N. and Mary Anderson Pew. Throughout her life, she sought to address what she called “issues of survival”: the decline of education, the problems of caring for and educating the handicapped, and the increasing loss of soil fertility.
She was born June 11, 1889, in Pittsburgh, and moved with her family to Bryn Mawr following the development of Sun
> mabel pew myrin and her Oil’s Marcus Hook refinery. She married H. Alarik W. Myrin, to whom she had been introduced by her brother niece mrs. roberts pew. Howard in 1919. The newlyweds moved to Argentina, where Alarik Myrin managed ranch properties and worked in the development of mineral resources.
The Myrins were interested in the experimental education afforded by the Waldorf method, which, based on the principles of Rudolf Steiner, makes imagination and hands-on skills integral to learning academic subjects. They founded Waldorf schools in 1947 at Adelphi University on Long Island and created the Waldorf Educational Foundation four years later to carry on their interest in the method. They also helped to develop the Camphill movement in the United States, which applies Steiner’s ideas to the care and teaching of mentally disabled children and adults.
Mabel Pew Myrin’s charitable concerns reached beyond education. Like her brothers and sister, she was deeply involved in the support of health service institutions. She was instrumental in the development of the Scheie Eye Institute and was an active trustee of the Presbyterian-University of Pennsylvania Medical Center.
Her support also reached into higher education and the cultural community. She was a trustee of Adelphi University and a member of the board of Ursinus College. She served as president of the Lyric Opera Company of Philadelphia and was known not only for her personal generosity toward the region’s cultural organizations but also for her effective fund-raising on their behalf.
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> from an exhibition of photos 1886 at the african american museum in philadelphia. 1889
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> the hoover institution, an 1956 interest of j. howard pew, built and supported with grants from 1970 the trusts. The changing of the guard > >
1971 - 1979
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> mary ethel pew greeting a staff nurse at lankenau hospital.
The changing of the guard >
page 22 >> As the new chairman, the Committee on Grants selected Robert G. Dunlop, who in 1947 had succeeded J. Howard Pew as president of the Sun Oil Within two months in late 1971 Company. Dunlop served for six and early 1972, J. Howard Pew years before passing the gavel to and Mabel Pew Myrin died. Their R. Anderson Pew. deaths marked the passing of an era. For 23 years, first at The Pew The new Committee on Grants The effect on The Pew Charitable Memorial Foundation and then carried on the spirit and the Trusts was profound. The Trusts at The Glenmede Trust Company ideals of the founders, and it did had major holdings in the stock and its Committee on Grants, so in a changing environment. of the Sun Oil Company, whose J. Howard Pew chaired the On the eve of the 1970s, the dividends were paid partially meetings and helped to guide United States Congress revised in stock. In order to achieve the their direction. the federal tax code, requiring earnings necessary to meet private philanthropies to give in the new federal requirements, During all those years, too, Mabel grants either a percentage of a Glenmede sold some of the Pew Myrin served the family trusts moving monthly average of the Trusts’ non-Sun holdings and as a member of the Committee market value of investments or the invested the capital at a higher on Grants. Her interests continued total income on the investments. rate of return. The sale of The to be expressed through The The actual percentage was not Pew Memorial Trust’s large Mabel Pew Myrin Trust, established prescribed at the time, though holdings in the General Crude in 1957 and activated after her ultimately the distribution Oil Company greatly increased death. It became the sixth family requirement was fixed at 5 percent. the amount of funds ultimately fund administered by The available for philanthropic Glenmede Trust Company. purposes.
page 23 >> which awarded grants for regional nature conservancies as well as the The resulting sale changed the Woods Hole Oceanographic nature of The Glenmede Trust Institute and the International Company and the philanthropy Oceanographic Foundation. Georgetown University Center for of the Committee on Grants. Strategic and International Studies Concerns for America’s economic Suddenly, Glenmede, as trustee, and the Commission on Private and political well-being were had more funds to invest, and Philanthropy and Public Needs. always critical to the founders, investments increased the amount for their philosophy rested upon The 1970s were a time of geo- of available grant funds. In 1970, individual freedom and free graphical expansion in the Trusts’ the committee approved $9.4 markets. The committee continued grantmaking, particularly in million in grants; by 1974, giving to support these values through education and medical research. had increased to $22 million, and grants to the Hoover Institution, While continuing to support it rose to $33 million for 1975. and it broadened its interest local colleges, universities and The physical environment was by contributing to the American medical centers associated with changing as well. Awareness of Enterprise Institute, the the founders, the committee also ecological imperatives was growing reached out to such institutions worldwide, and conservation as the Baylor Medical Center in issues and responsibilities attracted Houston, Miami Heart Institute the attention of the committee, and the New York University Medical Center.
page 24 >> > mary ethel pew, a regular volunteer at lankenau, in her red cross uniform. 1884 - 1979 1884 - 1979
Mary Ethel Pew >
Mary Ethel Pew, the third child and elder daughter of Joseph N. and Mary Anderson Pew, dedicated her life to helping others, particularly through her support of health care organizations. “Miss Ethel,” as she was known by her family and friends, is remembered for her dedication as well as her intellect and sense of humor.
She was born in Pittsburgh on April 22, 1884. When her father moved the family to Philadelphia in 1901, she enrolled at Bryn Mawr College, where she graduated with honors in 1906.
The death of her mother from cancer in 1935 led to her determination to devote her personal life and inheritance to the support of cancer research and care. Along with her brother Howard, she identified Dr. Stanley P. Reimann, a noted oncologist, and their work together helped lead to the establishment of the Institute for Cancer Research.
Her interest in health care also prompted her to volunteer at a small hospital, called Lankenau, which was directed by Lutheran sisters. With her support and that of the family, Lankenau grew and developed into one of the most important medical institutions in the Delaware Valley.
Mary Ethel Pew made her home at Glenmede, the family home in Bryn Mawr that was built by her parents when they moved to the Philadelphia area. The name Glenmede derives from the maiden name of J. N. Pew’s mother—Glenn—and the beautiful meadow, or mede, that was part of the estate. Upon her death in 1979, the estate was given to Bryn Mawr College.
Miss Ethel spent her last eight years as the only living member of the founding generation of The Pew Charitable Trusts. When she died at the age of 95, she left a legacy that is carried forward not only in The Medical Trust, which was her gift, but also throughout the hospitals and health care agencies of Philadelphia.
page 25 >> During this period the committee gave increased attention to Philadelphia’s growing cultural institutions. Following the spirit Meanwhile, the veil of the Trusts’ of Mabel Pew Myrin, who had anonymity was gradually being served as president of the Lyric lifted, spurred by new federal Opera (now the Opera Company reporting requirements and the of Philadelphia), the Trusts Committee on Grants’ approval assisted a wide range of artistic of grantee requests to acknowledge Still, the largest grants, endeavors. gifts. In addition, the committee particularly in health and in 1980 released its first annual education, supported capital The Franklin Institute and the report, for activities of The Pew construction and research. Philadelphia Museum of Art Memorial Trust in 1979. Lankenau Hospital, Jefferson as well as the Print Club and the Hospital and the Scheie Eye Philadelphia Drama Guild were In 1979 Mary Ethel Pew, the Institute were among local among new grantees, and a large last of the four founders, died. facilities attracting substantial award enabled the Afro-American She left as her legacy many awards during this period. Grove Historical and Cultural Museum monuments to her concern for City College requested $2 million (now the African American medical research and hospital to construct a Fine Arts Building Museum in Philadelphia) to services. The last of these was in memory of J. Howard Pew; initiate its exhibition program. The Medical Trust, which became today, that building presents the seventh and final family fund the performing arts to residents to make up what is now known of northwestern Pennsylvania. as The Pew Charitable Trusts. Her place on the Committee on
page 26 >> Grants was taken by Thomas W. Langfitt, M.D., vice president for health affairs and chairman of neurosurgery at the University of Pennsylvania. The composition of the Glenmede The Glenmede Trust Company board was different as well. at the end of the 1970s was Although the last three of the remarkably different from the founders had died, family institution that began the decade. continuity was preserved, since The Committee on Grants one child and two grandchildren extended its focus on the of J. N. Pew Jr. had joined the Philadelphia area and its needs board. The city of Philadelphia, to national concerns, issues the Commonwealth of Pennsylvania, and institutions. In 1978 alone, the nation and the world were
The Pew Charitable Trusts gave all changing demonstrably. The > n.c. wyeth studio with william $49.6 million in grants, nearly Pew Charitable Trusts—with penn mural, the brandywine river museum, a grantee since 1977. as much as the sum of all ten Robert I. Smith as president as of years of the 1960s. Between 1970 1977—were evolving with them. and 1979, 3,552 grantees received It remained for the successors $296 million, about five times the to continue the legacy of the total given in the previous decade. founders and to guide their To manage this rapid growth, philanthropy, in the founders’ Glenmede staff grew during the spirit, to address the emerging 1970s to 51 employees. challenges.
page 27 >> 1848
1882
1884
1886
> one area of concentration for the pew fund 1889 for health and human services in philadelphia is children, youth and their families. 1947
1948
1956
> the preservation of the alexander calder Meeting the needs 1970 statue of william penn atop city hall in philadelphia reflects the trusts’ role in of a changing world >> its hometown. 1971
1979 - 1990 1979 -1979 1990 - 1990 1991
>>> > strengthening nursing to improve the quality of patient care, the focus of a major trust-initiated program.
> a pew scholar in the biomedical sciences.
Meeting the needs
of a changing world >
page 28 >> At this meeting, too, the committee separated grants into The Health Policy program was categories, to be analyzed by staff the predecessor of the Trusts- specialists in each area. They initiated programs, or TIPs, first considered seven: American and marked the beginning of Under the leadership of Dr. policy and values, conservation, the Trusts’ current practice of Langfitt and Dr. Timothy Talbot culture, education, health, strategic philanthropy. These The Committee on Grants met of the Fox Chase Cancer Center, religion and social welfare. competitive national programs in a special session in March 1979 the consulting team made a series During the next few years, they gave the Trusts the ability to to determine the ways in which of recommendations. They added federated giving and address issues affecting broad it could best address the needs of suggested that the Trusts turn away emergency needs. constituencies or disciplines. a changing and increasingly from bricks-and-mortar grants to The first TIP, which provided the complex society. Its decision was Finally, the committee decided hospitals and from disease-specific model for those that followed, to become more proactive—that to employ consultants with biomedical research. They urged was the Pew Scholars Program in is, to initiate projects and professional backgrounds in the committee to choose specific the Biomedical Sciences, which programs and then find agencies relevant fields to assist in subject areas to study and then to continues today. capable of implementing them— determining the direction of solicit proposals from institutions while continuing to respond the Trusts’ giving. As a first step, nationwide. The Biomedical Scholars to the priorities of worthy the committee proposed to Program undertook to identify The first outcome of the organizations. At the same time, convene a group of consultants outstanding scientists from consultants’ recommendations the committee reaffirmed the in the health field. quality institutions and help was the development of the philanthropic aims and goals of support their research with Health Policy program, approved the founders. multiple-year grants. Scholars by the committee in 1981 and funded in 1982.
page 29 >> focused investments to address significant issues or problems. For example, the 1986 Program for Integrating Economics and are selected from a pool of National Security sought to candidates nominated by their strengthen the linkages between institutions; thus, the scholars respective institutions. The 20 two academic disciplines in In addition, TIPs provided a programs represented another individuals selected each year order to improve policy research vehicle for connecting the Trusts’ effective way of adapting tradition form a cohort that meets annually and decision-making. The past and present. For example, to fit changing needs. with scholars from previous years 1986 Pew Science Program in education TIPs have funded to share information and explore Undergraduate Education The Trusts also rewarded innovative historically black colleges and common areas of interest. encouraged collaboration and ideas that offered practical Appalachian colleges, two The Scholars Program provided resource-sharing among clusters approaches to solving problems. components of the academic the format for future TIPs: of colleges and universities to The 1985 Philadelphia Greening sector that were of great concern identification of an issue, reverse the decline of interest in Initiative spawned urban gardens to the founders. selection of an advisory panel, science at all levels of higher in previously abandoned spaces, solicitation of proposals and education. The 1988 Philadelphia The Pew Scholars Program in and the 1988 Philadelphia Schools finally implementation of a Cultural Community Marketing Biomedical Sciences was the Collaborative helped restructure program under the auspices of Initiative addressed the need of prototype, too, for similar the city’s comprehensive high an outside administrative office. local cultural agencies to broaden national scholarship programs in schools to provide a more and diversify their audiences. conservation, which grew out supportive learning experience. Over the years, TIPs became an of concern for the environment, integral part of each program area, and in religion. Although affording staff and the board a the founders gave no grants to vehicle for making sustained and individuals, they supported talented researchers within
page 30 >> The Trusts continued to respond to emergencies, offering assistance through support agencies—in 1985, for example, to the neighborhood destroyed by the MOVE fire in West Philadelphia and to victims of At the same time, the committee African droughts. The founders continued to support the demonstrated their confidence principles and philosophies of in organizations by responding
the founders, as they applied to to their institutional priorities. > meals for millions/freedom contemporary contexts. A program Evolving with the times, the > north camden community development. from hunger. developed in 1987 by the Joint Trusts provided support in the Council for Economic Education founders’ original spirit, provided disadvantaged students balancing responsive grantmaking with classroom training in with new strategic initiatives.
economics and access to business > a neighborhood resident
> pennsylvania ballet, mentors to help them understand caring for one of the many concerto 622/lar lubovich. community gardens assisted economic principles and through the philadelphia entrepreneurial opportunities greening initiative. that exist in open markets.
page 31 >> The philanthropies’ annual reports helped to establish a separate and more independent
> africare, ross-bethis irrigated rice production project in kassack identity for The Pew Charitable sud, senegal. > terry beck troupe, a performance company that Trusts. The 1979 annual report combined dance, theater, music and visual arts covered only the activities of in educational and performance programs. The Pew Memorial Trust, but by 1984 the Trusts were issuing five reports, one for each of the largest trusts. In 1986, these documents were consolidated
As the level and impact of the into a single report covering the > an event at the philadelphia Trusts’ giving continued to grow, combined activities of all seven museum of art, one of the city’s the philanthropic and investment trusts. In that year, too, Robert renowned cultural resources. services activities of The Glenmede I. Smith stepped down as Trust Company began to develop president, and the Glenmede separate identities. Each required board selected Dr. Langfitt to its own professional staff, and as succeed him. Two years later, both institutions’ needs continued Rebecca W. Rimel was appointed to expand and specialize, their executive director of The Pew two functions became increasingly Charitable Trusts. dissimilar, requiring different administrative structures.
page 32 >> array of interests. In the mid- 1980s funding guidelines were introduced, to reflect the new By 1988, The Pew Charitable focus of the Trusts’ philanthropic Trusts had become the nation’s investments. The Pew Trusts moved in 1987 to second-largest private foundation separate offices on the Benjamin in terms of giving. In 1989, the In their endeavor to establish a Franklin Parkway, following a committee approved $146 million operating principles to guide it solid national reputation for reorganization of The Glenmede in grants to 448 organizations. into and through the 1990s: the high-quality, effective grantmaking, Trust Company that more fully That sum equaled the total grant- service concept of philanthropy, the Trusts recruited program delineated its two functions—the making of the Trusts’ first 25 years. accountability in grantmaking, staff through nationwide searches Trusts’ philanthropy and its open communication and in their respective fields. They As the 1980s ended, the Trusts growing investment-management interdisciplinary programming. also determined that they needed had a new organizational structure business. Today The Glenmede Recognizing that social issues a structured way to gauge the and an expanding staff and would Trust Company is the largest of do not respect boundaries, effectiveness of their grantmaking; soon have a new address, at 21st four subsidiaries of The Glenmede the board further widened the accordingly they created an and Market Streets in Philadelphia. Corporation; the trust company interdisciplinary and geographic evaluation unit to measure the The assets, now diversified, were has several business divisions scope of the foundation to results of the grantees’ projects growing as well; their continued and The Pew Charitable Trusts. include grants with national and the Trusts’ strategies. growth led the board to several Glenmede’s Committee on Grants and international impact while critical decisions. It adopted four became the board of The Pew maintaining its strong local Charitable Trusts. commitment. The board also decided to refine the Trusts’ approach to grantmaking, which over time had spread to a wide
page 33 >> 1848
1882
1884
1886
> parents watch as their 1889
children participate in morning assembly at > 1947 eastern state penitentiary feltonville elementary in philadelphia, a unique school in philadelphia. historic preservation effort. 1956
1948
1991 and Beyond: 1970 Strategic philanthropy > >
1971
1979 1991 - Beyond1991 - Beyond 1991 - Beyond
>>>
> declaration of independence that Jefferson hand-wrote.
> part of the environment program supports ways to restore and protect estuarine habitat and improve management of critical marine fisheries.
1991 and Beyond:
Strategic philanthropy >
page 34 >> During the last decade of the As the Trusts entered the last 20th century, the values of the decade of the twentieth century, The new era posed different founders continued to guide the the principles and determination problems and different challenges Trusts through that period of that guided the founding Pews from those that confronted rapid change. While maintaining and their grantmaking continued. the founders. The 1980s brought their commitment to the They sought to promote the changes for which no one was residents and institutions of the increasing public awareness of benefits of a free market system prepared, as the world was Philadelphia area, the Trusts the activities and objectives of the and encourage its adoption wrenched by unexpected pressures turned increased attention to Trusts’ grantees resulted in the throughout the world. They that required quick and creative national concerns. The Venture formation of a Public Affairs sought to spread religious faith solutions, often across conven- Fund—which emphasizes department. And a heightened where it appeared lost, and tional disciplines. History, though, interdisciplinary efforts and commitment to accountability in charity where despair ruled. They permits an understanding of innovative projects of possibly grantmaking spurred the further sought to improve institutions the past that can illuminate the high risk but definitely high development of the Planning of higher education in order to process of planning for the potential—joined the existing and Evaluation unit, which was assure the intelligent democracy future—and history tells us that programs of Culture, Education, charged with examining project that Thomas Jefferson postulated, the founders sought to improve Environment, Health and Human design as well as results. These and to build institutions of medical the world they lived in. The Services, Public Policy and changes were due in part to the research and service to heal and stewards of their philanthropy Religion. A greater emphasis on growth of the Trusts’ assets and succor. They demonstrated their carry on in that tradition. With grantmaking. In 1989, the total will to change society by means of each new problem, the Trusts’ value of grants awarded was $146 the grants they bestowed. board and professional staff seek million; in 2000, the total was to support approaches that more than $236 million. offer the best hope of fostering change in an innovative, effective and strategic manner.
page 35 >> effective grantmaking. Using this approach, the Trusts seek results Further, they wanted to focus that are measured as specific social efforts on a few key issues of benefits: not simply charitable importance to the American activities but well-defined social people and use the panoply of goals: for example, a greater resources at their disposal—talent, proportion of eligible voters intellect and dollars—to tackle casting ballots, greater numbers But structural changes and those issues. On some issues, the of school children learning increased philanthropic Trusts would serve, through their demonstrably more, or increased investments only hint at the larger grantees, as an advocate. On acres of pristine wilderness story. A look at the Trusts’ other issues, their investments preserved for future generations. grantcrafting itself can open a would support work of a neutral wider window onto the period. Movement toward a results-focused guidelines for grant-seekers; and expert or honest broker, During this decade the Trusts orientation had begun in the began to include outside experts disseminating nonpartisan, fact- increasingly emphasized results- late 1970s and 1980s, under R. in project planning. That approach based, scrupulously unbiased oriented philanthropy, as the Anderson Pew, who led the board continued to evolve with the information on major public and board and the professional staff from 1977 to 1995. The Trusts appointment of Rebecca W. Rimel social policy concerns. The Trusts sought to refine their stewardship recruited program directors who as president and a member of have meticulously maintained that of the founders’ gifts. Results- were recognized experts in their the board in 1994, and, in 1996, distinction so that their work, oriented, strategic philanthropy fields; undertook in-house with the board leadership of J. using either approach, would be uses lessons from the business initiation and development of Howard Pew II. The board clear, focused and reliable. world—reflecting the strategic projects; published specific determined that the Trusts should vision and entrepreneurship of adopt a more innovative brand the early Pews—to conduct more of grantmaking characterized by depth rather than breadth. page 36 >> and private support for America’s cultural resources; and encouraging standards-based reform in education. Picking a select set of difficult but
> brandywine workshop firehouse surmountable challenges, using Differences between the Trusts’ art center, philadelphia. all available resources, serving as strategic efforts and more an honest broker and seeking to conventional approaches can make the greatest possible impact be readily illustrated. Both are on a problem are hallmarks of the important philanthropic thrusts. Trusts’ results-oriented, strategic For example, a traditional philanthropy. In the 1990s and conservation grant might help into the new millennium, the protect a certain section Trusts chose to focus on such key of unspoiled forest, either by issues as decreasing the emissions purchase or through use that contribute to global warming; restrictions. With sufficient improving the financing, substance financial resources, favorable and tone of electoral campaigns; local conditions, strong project strengthening recognition of leadership and sympathetic
> hungarians celebrating as part of eastern the contributions of religion to policymakers, the project might europe’s new wave of democratic reforms. public life; modernizing and yield significant acreage of
> environmental researchers measuring the impact of sea- empowering a moribund public protected land. level rise on local ecology. health system; enhancing modern standards and practices of journalism; maximizing public
page 37 >>
page 38 page >>
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Adjustments of str of Adjustments ategy wer ategy e made e environmental factors and chronic disease in the general population. In 1998, the Trusts launched a Because of the serious inadequacy major initiative designed to of the local, state and national While this kind of grantmaking strengthen the nation’s public- infrastructure, the U.S. public comprehensive system set the stage increases potential benefits, health system. The strategy health system has no means of for a multifaceted public education it also increases risk—both emphasizes the understanding monitoring such data, and states campaign and other strategies because larger investments are and prevention as well as the have limited capacity to gather to follow. The ultimate benefits, involved and because the improved treatment of chronic them. Nor does the public seem if successful, are expected to results achieved may fall short diseases—including environ- to be cognizant of the causes extend to millions of children of expectations. During the mentally related diseases, which and possibilities for prevention and adults throughout the United planning stage, the Trusts seek are known to affect children of chronic disease. States and beyond. to identify and reduce risks; disproportionately. In spite of during project implementation, To address these problems, the At the turn of the millennium, the soaring rates of childhood on-going study of the risk-to- Trusts seek a coordinated national both traditional philanthropy and asthma and the increase in benefit ratio—quantitative and system of tracking and monitoring results-oriented approaches childhood leukemia and malignant qualitative—provides opportunities that can begin to report and remain important aspects of the brain tumors (all of which have to modify the strategy and explain the apparent increase of Trusts’ work, and the Trusts been associated with environ- approaches as necessary. chronic disease. Initial studies continue to support both, as mental pollutants), at the turn of documenting the need for a circumstances dictate. Because the new century it remains a resources are limited and formidable challenge to prove increased scale offers the chance the suspected links between of greater overall benefit, considerable emphasis is placed on the more strategic approach. page 39 >> enhance the nation’s regulatory system for addressing the potential The Trusts’ results-oriented risks and benefits, to human philanthropy has the following health and to the environment, general characteristics: of genetically modified foods. different angles. As with individual This issue is another about which 1 > Each of the ideas selected for grants, the goal of the portfolio significant improvement in investment must fall within the must be one toward which progress Americans’ understanding may be core competencies of the Trusts. 4 > A results-oriented program can be measured; and measurable gained by identifying and acting This kind of grantmaking is not is designed to broker informed progress should reasonably be upon nascent public interest. intended to confront all of the dialogue among players who are expected within three to five years. nation’s most significant problems; Ripeness, like many of the other critical to effecting change on it addresses issues through which 3 > Progress toward an ambitious characteristics mentioned, is a the issue: the experts as well as the Trusts’ investment can make goal is not likely unless the key pragmatic consideration. Although various interest groups whose a measurable difference. idea itself represents a ripe the Trusts are sometimes tempted input will be important for wise, opportunity—meaning it is an to undertake major struggles for informed decision-making, and 2 > A key idea must be focused issue on which important important causes against seemingly the influential leaders in both the into an ambitious but feasible constituencies are prepared and insurmountable odds, their public and private sectors who goal that is larger than can be willing to move. The despoiling emphasis on results—based on are most able to affect the making achieved with a single grant. Over of forests and the health hazards a commitment to effective of policy. When these parties time, the goal becomes the target of pollutants, for example, stewardship—typically argues interact effectively, their varied of a cluster or portfolio of grants continue to be important matters against doing so. points of view enrich the dialogue; that address the problem from for many Americans. And in the public gains access to the 2000 the Trusts’ board approved information it needs for informed the first grant in a program to opinions, and policymakers are provided with credible research page 40 >> and analysis upon which to act. For example, the Pew Center on Global Climate Change brings together business leaders, 5 > Successful portfolio design environmentalists, scientists, and implementation, by the emphasis on civic engagement is policymakers and the public to Trusts and their partners, should and has always been an enduring foster pragmatic and evidence- provide leverage. In the Trusts’ hallmark of the Trusts’ activities. based deliberation about global lexicon, leverage means enhancing It harks back to a speech given by warming, through a structure a project portfolio’s effectiveness J. Howard Pew to the Boy Scouts that refuses to yield to the false through increased interest in 1953, during a hot period of dichotomy between preserving from the public, the media and the Cold War: the environment and maintaining policymakers, as well as support a healthy national economy. “We are constantly being alerted from additional organizations, to the dangers of subversive including other philanthropies, A key element of serving as an activity at work in our land, but and individuals. The Trusts honest broker is to engage a far greater danger lurks in what consistently seek opportunities and inform the public and make has been called ‘subversive for leverage, which can dramatically sure their voices are heard. inactivity.’ No subversive forces increase the reach of a grant In all program areas during the can ever conquer a nation that portfolio and the likelihood of 1990s, the Trusts initiated grants has not first been conquered achieving results. that sought increased public by ‘subversive inactivity’ on the involvement in the making of part of the citizenry who have important policy choices. This failed in their civic duty and in service to their country.”
page 41 >> 6 > An emphasis on results requires accountability. During the second half of the decade, the Trusts initiated new mecha- benchmarks and expected results nisms for strengthening internal for the succeeding year. These accountability for results. Directors steps improve the chances for of the program areas broadly achieving significant and describe their ideas and their measurable results and permit purpose. They then specify essential refinements in strategy. the results expected, the strategies > cartonnage mummy mask of a lady of the roman era, and means that will be used to The Trusts’ Planning and egyptian, 3rd-4th century, part achieve them and the benchmarks Evaluation department takes part of the museum loan natwork. to be applied to measure progress. in program design, to check the Extensive review by outside clarity and measurability of goals consultants and experts shines and the logic in plans. Once the light of objective critique projects are under way, Planning
> the trusts’ education program seeks to raise the performance of onto project design. The board and Evaluation provides the students at all levels of education. annually reviews each program program staff with information area’s progress and sets needed to manage their portfolios and make mid-course corrections. When a portfolio of projects reaches the point at which significant progress should be
page 42 >> measurable, Planning and Evaluation engages outside evaluators to perform a “cluster review”—an assessment of the New communications approaches portfolio as a whole. Results are help deepen and sharpen the reported to the board, which roles and responsibilities of a hears the staff’s proposals about mutual undertaking and promote The Trusts are also accountable the future of the portfolio accountability. The quarterly to grantees and applicants and includes learning from magazine Trust, launched in alike for good service: prompt, and communicating about The Trusts’ partners—the grantees 1998, spreads the word about responsive and careful con- miscalculations in project design who do the essential work in the current initiatives to many of the sideration of ideas offered; clear or implementation, as well as field—are partners in accounta- Trusts’ grantees, colleagues and communication of the Trusts’ capitalizing on and replicating bility as well. They are responsible contacts. Its regular “Lessons own goals and objectives; and what has worked well. Thorough for rigorously implementing Learned” column disseminates considerate feedback. This evaluation is necessary for projects and returning results. important insights from project service aspect of accountability recognizing and understanding For the Trusts’ part, investments evaluations. The Trusts’ Web is incumbent on all charitable both kinds of results. in results-oriented undertakings site, www.pewtrusts.com, makes foundations in managing do not end with the awarding of current project information the inherent tensions and grants; they carry an obligation to available to an even wider audience. challenges with a broad range be a helpful and engaged resource of constituencies and in most to these partners throughout the effectively and thoughtfully life spans of the projects. exercising wise stewardship.
page 43 >> organizations and people to carry them out—and designing projects that will most effectively Such service is a special obligation execute those ideas to produce of a foundation, like the Trusts, the best possible results. As the which has been charged from its Trusts proceed through their inception to follow the example sixth decade, the six characteristics of humility shown by its founding described in this chapter will family. The Trusts recognize and
guide much of their philanthropy. > seek to meet this responsibility. mosaic wall in meditation park, the village As good and wise stewards of this of the arts and humanities, philadelphia. “Investing in ideas. Returning philanthropy, the current board results.” In the Trusts’ application aims to return lasting social of strategic philanthropy, as in benefits that reflect the values a commercial enterprise like and principles of the Trusts’ that launched long ago by Joseph founders—results that constitute Newton Pew, the first task worthy contributions to the is selecting the right ideas for strength and prosperity of the investment—ideas that are nation they loved. visionary, significant and feasible. The next task is finding the right
> worship at st. vincent catholic church in los angeles.
page 44 >> Acknowledgements >
The Trusts would like to thank the many organizations that provided photographs for this history—the Sun Company and Temple University Urban Archives Center, for early photographs of the corporation and the founders; The African American Museum in Philadelphia, for the photograph of Dr. Martin L. King Jr.; Delaware State University, for the photograph of Jerome H. Holland; Wheaton College, for the photograph of the Rev. Billy Graham; the Rockefeller University, for the photograph of the Pew Scholar; the American Red Cross-SEPA; the Brandywine River Museum; Brandywine Workshop Firehouse Art Center; Eastern State Penitentiary; Lankenau Hospital; the Peabody Essex Museum; the Pennsylvania Ballet; and the Scheie Eye Institute. We also thank these photographers: Jerry Berndt, page 44; Debbie Fleming Caffery, cover; Martin Kane, page 31; Paul Kolnik, page 31; Reagan Louie, page 44; Peter Olson, cover and pages 28, 30, 34, 38; Peter Vidor, cover and pages 28, 31, 37.
Copyright 2001 by The Pew Charitable Trusts
The history was written by Joel R. Gardner and updated by Sue Rardin. Editorial support was provided by Bruce C. Compton, Marshall A. Ledger and David J. Morse. > > Design: SK Designworks/Philadelphia