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The following is excerpted from Voyage of Discovery: A Planning Workbook for Philanthropic Families, by Judith K. Healey
INTRODUCTION Planning is the process by which any company, organization, group, or even individual gives deliberate thought to the vision and shape of his organization in the future and creates a record of that thought. It is a human function, in which those involved use their rational and imaginative powers to review what has been, to peer into the future and imagine what will be, and to create a map showing how to achieve goals in that future.
This workbook is intended as a resource for families and for family foundation trustees who are thinking about ways to improve their philanthropy and extend it into the future. It was developed because many families and family foundation trustees reach a point where aspects of their future philanthropy and philanthropic processes need to be examined. The reasons, and moments, for initiating a planning process are as varied as the families and family foundation involved in philanthropy.
It may be time to embark on a planning process if:
· The trustees want to set a new direction or clarify the current direction;
· The donor or founder of the family or foundation has just retired or died;
· The assets have grown significantly in recent times and previous grantmaking practices no longer suffice;
· The family or foundation has recently undergone (or will soon undergo) a change in board leadership and a new generation wishes to become involved;
· The foundation is considering hiring it’s first staff person or is looking to name a successor to a retiring staff member;
· The board or family is experiencing difficulty in agreeing on grants or programs or interests;
· Personality conflicts are taking precedence over the philanthropic work of the family;
· Changing times indicate a need for the family to look at new grantmaking interests; or
· A particular problem in the philanthropic process, such as program focus, needs attention.
This workbook is designed for families interested in taking a more methodical approach to their informal philanthropy, and family foundations that wish to move into the future in a more structured way.
WHY PLAN IN FAMILY PHILANTHROPY?
The act of planning brings order to the activities of the philanthropic family or family foundation. It allows the opportunity to consider how the philanthropy reflects the interests of both the founder (if a foundation) and the collected, current interests of participating family members or foundation trustees. It also allows for the anticipation of sensible actions in rising markets, where asset growth can outstrip unexpectedly the capacity of operations that were designed to accommodate simple grantmaking and prevents situations where trustees must make some grants just to meet payout requirements.
Overall, the discussions generated during the planning process are often the most useful part of the exercise for families engaged in philanthropy. Values are clarified, differences examined, and consensus developed. In the end, most families, whether they give through a foundation or independently, find themselves more in harmony at the end of a successful planning process.
USING THIS WORKBOOK
This workbook is a companion, a guide that can be pulled off the shelf and consulted frequently. It addresses all the basic subjects of family philanthropy; it amounts to a primer on family foundation management, viewed through the prism of planning. The workbook also offers these tools for the reader:
· Questions for Discussion . Your board and family can use the questions to jump-start planning discussions.
· Examples from Real Life . Many families make similar mistakes when establishing or planning future directions for their philanthropy. Here’s a chance to learn from the experiences of others.
· Activities. Families can use these suggestions as exercises to create mission statements, envision the future, and tackle other tasks.
The seven sections of this workbook are a step-by-step guide through the planning process. Sections are interrelated and are not intended as stand-alone, discrete chapters. Planning is like a continuous journey through an island chain where every stop counts. How philanthropic travelers find their way is a subject that permeates this workbook. To speed access, key topics, words, and phrases are indexed.
The seven sections are:
I. Planning as a Voyage of Discovery. Planning for a family enterprise, be it in business or philanthropy, mimics planning one’s own life, and is indeed a voyage of discovery. This section argues for patience, awareness, openness, and imagination as the voyage begins.
II. Looking Backward. Unique in philanthropy is the desire of families to find, honor, and re-invent the founder’s philanthropic spirit, whether the donor is living or deceased. Translating this legacy into current philanthropic interests of the family is the first step in the planning process. If the enterprise has been in operation for some time, what are the history and effectiveness of the family's giving? Readers will find examples of how families have defined their philanthropic roots and questions that can help to explore family interests, experiences, and outcomes in giving.
III. Looking Inward. Concepts take concrete form here as the six basic areas of foundation work are examined. These six areas are: links between mission and family goals; current grant program; adequacy and efficiency of operations; board structure, composition, dynamics, and governing process; investment management and evaluation; and planning for next-generation succession. Questions, examples, and activities focus on how these issues might be examined and whether outside assistance should be sought.
IV. Looking Outward. With the founder’s intent as a guide, families can look outward at their own and others’ grantmaking. They can examine needs and opportunities in both geographic communities and communities of interest. It’s useful to look at the work of (and ways to collaborate with?) other foundations, nonprofit organizations, community leaders, and prospective grantees as part of planning.
V. Looking Forward. Armed with intent and a sense of grantmaking interests, the philanthropic family can now set its own direction. This step requires analysis, synthesis, and imagination, as the family examines its philanthropy in relation to its mission and vision, activities, operations, and the public. The section provides a framework for moving toward the future.
VI. How to Manage the Planning Process. Many families have the skills to undertake the planning process, but others may take a different approach. This section examines how to locate, interview, and select a planning consultant, and parameters for requesting proposals. Guidance on setting reasonable timelines for the planning process concludes the section.
VII. Putting Your Plan into Action. Ideas are offered on how to ensure that the final plan does more than gather dust on the shelf. Reflections on the value of the planning cycle conclude the text.
All told, the workbook should help families address these fundamental questions
:
· What is planning in family philanthropy all about?
· What are the basics of planning?
· How can planning be managed effectively?
· How can a family implement a planning process?
· How can a family put the resulting plan into action?
Now, let’s start the journey!
© 2003 National Center for Family Philanthropy. All Rights Reserved. |
