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.
Public foundations are grantmaking public charities that gain their funds from a variety of sources, which may include foundations, individuals, corporations, or public entities. Public foundations may engage in fundraising, and may seek broad public financial support. They may or may not have endowments. There is no legal definition of a public foundation, but most dedicate a significant portion of their annual budgets to grantmaking. Most community foundations are also grantmaking public charities.
Since public foundations may be defined in different ways, and there is no official IRS or legal definition of public foundations, it is difficult to arrive at statistics that are fully representative of the field.
Below is everything on our site for public foundations. You can use the filtering options on the right to narrow these results.
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.
A foundation's strategic plan describes its long-term goals and objectives, and how the organization will work to fulfill them. Like any management tool, a strategic plan—with a process to develop that plan—helps an organization improve its work. Specifically, a strategic plan focuses the board's energy, articulates explicit goals for the board and staff to work toward, and adjusts the organization's direction, if necessary, in response to a changing community.
A good strategic plan will:
Many foundations may be uncertain about what’s involved when it comes to succession planning. Some wonder why they should worry about the future at all when they have so much work to do in managing their grantmaking, community leadership and development, and administrative duties.
Succession planning is more than just replacing a CEO. It’s an opportunity to evaluate what works at your foundation—and identify areas in which you can improve. It can give both the board and staff a clear picture of long-term goals, and help you set priorities and make decisions.
As different as foundations can be from one another, they all share the need to know what works and, especially, what works well. The more foundations can show how their grants are making a difference, the more value they can bring to their communities.
To know what works, foundations must evaluate their grants. Evaluation has many benefits. It helps the foundation assess the quality or impact of funded programs, plan and implement new programs, make future grant decisions, and demonstrate accountability to the public trust.
Social media is an increasingly prevalent part of our world. Whether it’s on the news, sitting in traffic, or talking with colleagues, you’ll be hard-pressed to avoid mention of Facebook or Twitter. Is there a good way for your foundation to become involved?
Note to the Program Officer
The scope of the program officer job description has evolved. Where it was once primarily tactical—reviewing funding requests and developing requests for proposals—the program officer’s role more commonly includes strategic activities. Program officers must master three distinct areas: (1) developing and strengthening internal networksand relationships, (2) creating the foundation/giving program’s grantmaking strategy,and (3) engaging grantees and the community.
Both the board and CEO advance each foundation’s mission. They hold different responsibilities, but they need to support and balance each other.
The Council on Foundations’ Foundation Management Series provides foundation boards and staff with the tools needed to benchmark their practices and operations against peers in the field. Containing data from the Council’s 2009 Foundation Management survey, the series consists of three reports: Board Composition and Compensation, Administrative and Investment Expenses, and Fiscal Oversight.
Board Composition and Compensation
Board Composition and Compensation offers findings on foundation policies regarding board compensation and diversity.
The Council on Foundations defines “international grantmaking” to include grants made by U.S. foundations and corporations to overseas recipients as well as grants made to U.S.-based organizations operating international programs. This includes grants made toward activities wholly within the Unites States that have significant international purpose and impact.
U.S. foundations and corporations interested in international grantmaking have several options: