“Lessons from the Field” features the stories, successes and experiences of CEOs and trustees of some of our nation’s leading foundations and corporate grantmaking programs, both large and small. Each has shared their unique perspectives—their struggles and strategies to overcome challenges. They have provided insight into how and to what effect diversity and inclusive practices have been embedded within their organizations.
Operating foundations are private foundations that use the bulk of their income to provide charitable services or to run charitable programs of their own. They make few, if any, grants to outside organizations. To qualify as an operating foundation, specific rules, in addition to the applicable rules for private foundations, must be followed.
Below is everything on our site for private operating foundations. You can use the filtering options on the right to narrow these results.
This board briefing will help your board consider three main questions: what are the advantages and limitations of CEOs on boards? If the CEO is on the board, should he or she have full voting rights? How do your colleagues approach this decision?
Includes job descriptions for President/Chair of the Board, Vice President of the Board, Secretary of the Board, and Treasurer of the Board.
This article will help your board consider three main questions:
- What are the advantages and limitations of large versus small boards?
- What size will help us best accomplish our mission?
- How do our colleagues approach this question?
Although board size varies significantly among different foundation types, this article speaks general-ly to all foundation boards—community, family, independent, public and corporate.
Should your foundation board members be compensated for service, or should they serve in a voluntary capacity? Whether you are considering this issue for the first time, or whether it’s a question that has arisen before, compensation has become more than an internal management question. It has become part of keeping the public trust.
This is a sample Board Member/Trustee job description.
From PricewaterhouseCoopers LLP, these publications and resources cover issues surrounding investments other than stocks, bonds and cash.
As the need for scarce grant dollars grows more intense, so does the need to make certain those dollars are spent as effectively as possible. Hence the question of how to evaluate the consequences of grant supported activities has risen to the forefront.
Question: Our private foundation received a proposal for a general support grant from a public charity. The proposed grant meets our guidelines and is within our charitable mission; however, we know the charity engages in lobbying. Can we make a grant to this charity?
Answer: Yes, as long as the grant is not earmarked for the grantee’s lobbying activity. Earmarking is a written or oral understanding that funds will be used for a particular purpose.