Based upon a study of foundations in the United States and Canada that have survived through at least two generations, the authors ask probing questions, including: Why were these foundations started? How did the families of the founders come to be involved? And how did they organize themselves to do their work from year to year, decade to decade?
Using detailed and comprehensive analysis, Generations of Giving: Leadership and Continuity in Family Foundations examines continuity and leadership over time within family foundations. Based upon a study of foundations in the United States and Canada that have survived through at least two generations, the authors ask probing questions, including:
- Why were these foundations started?
- What did they look like at the beginning?
- How did the families of the founders come to be involved?
- And how did they organize themselves to do their work from year to year, decade to decade?
Although the foundations in the study are quite diverse in their goals and management, they have all had to confront and survive a common set of challenges. At the core of this volume is the study of two aspects of philanthropy: funding and volunteers—each essential to the survival of a foundation. This study is about the “why” and the “how” of these two crucial aspects.
To read the book please see the list of chapters and their descriptions below.
Introduction: Developmental Stages and Transitions in Family Foundations
This introduction features a close look at the important role transitions in family foundations, and introduces each of the chapters in the study. Transitions are often periods of uncertainty when decision makers feel most anxious and vulnerable—understandably so, because that is when the organization makes critical choices that will profoundly shape its future.
Chapter 1: Understanding Family Foundations
Chapter one features an overview of the research project methodologies and frames the core themes from the data. It also introduces the two core questions from the research: How do families effectively structure their philanthropic organizations? and, how do families plan for and accomplish continuity of involvement in these foundations over time and across generations?
Chapter 2: Family Philanthropy in North America
Family foundations play an essential role in many aspects of society—education, health, arts and culture, economic development, social welfare, and much more. Despite their scope and importance, they are largely unstudied organizations. Chapter two looks at the history of early family philanthropy in America, including the role of tax policy in creating the Charitable Impulse, along with a discussion of how philanthropy, as a collaborative family activity, evolved in the early 20th Century.
Chapter 3: Choices and Challenges for the Controlling Trustee Foundation
Learn about the controlling trustee stage of family foundations, and the giving motivations and perspectives of founders and donors. Chapter three covers the “Transition to a Formal Foundation” stage of development and includes an important look at “The Critical Early Decisions” that face all family foundation founders. Finally, the chapter explores “The Long-Term Impact of Founders’ Early Decisions” on the governance and structure of a foundation, and its philanthropy.
Chapter 4: The Collaborative Family Foundation
There is a classic dream of family philanthropy. It has two parts: the work, and the family relationships. Chapter four looks at the characteristics and challenges of “The Collaborative Family Foundation” model and describes several “windows of opportunity” that foundations typically pass through, alongside the typical developmental challenges that boards of collaborative family foundations face.
Chapter 5: The Family-Governed, Staff-Managed Foundation
Many family foundations are confronted at some point in their lifecycles with the reality that the operational needs of the foundation exceed the available time and resources of the family. Chapter five looks at the characteristics and challenges of achieving “The Family-Governed, Staff-Managed Foundation” model and concludes with a look at one of the core dilemmas in family enterprise: family governance vs. family management.
Chapter 6: Mission and Dream: Inventing and Reinventing the Foundation
There are two fundamental questions that every family engaged in shared philanthropy must confront: Why are we doing this? and Why am I participating? Chapter six provides analysis of how families can integrate individual Dreams into a Shared Dream that can sustain continuity in a family enterprise, including the importance of translating donor intent into a clear and current mission.
Chapter 7: Family Dynamics
Successful family enterprises connect the participants in all of their collaborative actions. The deep emotional connections that are the strengths of family foundations can also be their weaknesses. Chapter seven shares reflections on three overarching issues: family culture, conflict management and avoidance, and leadership. Included is a look at the impact of family dynamics on foundation operations and the foundation’s impact on the family.
Chapter 8: Developing the Organizational Structure
Good grantmaking cannot occur in a vacuum. A great programmatic idea stands a poor chance in a chaotic, undermanaged organization. Chapter eight highlights the importance of organizational structure for achieving the mission of a foundation and makes a strong case that investing in good organizational infrastructure and good governance pays off in the odds of successful continuity into the future, and in the quality of the experience for participants in the present.
Chapter 9: Preparing for Future Generations
The final task of each generation of a perpetual family foundation is often to ensure the foundation’s continuity by preparing the transition of their work to future generations. Chapter nine introduces the challenges and opportunities of generational succession, provides tips and tools for overcoming resistance to getting started in this process, and describes the almost inevitable need to balance inclusion and performance in family participation.
Chapter 10: The Promise of Generations of Giving
There are many foundations currently led by fourth, fifth, and even sixth generation family members that continue to serve as vital institutions characterized by active, involved trustees and thoughtful grantmaking programs. Some have emerged from periods of stagnation or autocratic control to revitalize their foundations; others have been on a steady course, gradually becoming more inclusive in their governance, more strategic in their grantmaking, and more thoughtful in preparing the next generation for leadership. Chapter ten includes parting advice from the authors, as well as words of inspiration for donors and families engaged in shared family philanthropy.