Legacy Planning Across Generations
•Download as PPTX, PDF•
1 like•609 views
Legacy planning workshop for FEX Vancouver focusing on how a Social Impact Lab can be used in family philanthropy settings
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Legacy Planning Across Generations
Similar to Legacy Planning Across Generations (20)
More from Place2Give Foundation/Karma & Cents Inc.
More from Place2Give Foundation/Karma & Cents Inc. (20)
Recently uploaded
Recently uploaded (20)
Legacy Planning Across Generations
- 1. FEX Vancouver Legacy Planning Across Generations – A Social Impact Lab 01-31-2019 1
- 2. Philanthropy 3.0 About Us Karma & Cents Team • Gena Rotstein, FEA, Philanthropic Advisor • Richard Ouellette, Managing Director • Hallie Caplan, Lead Researcher Who we Work With • Family Businesses & Entrepreneurs • Philanthropists • Next Generation Inheritors Current client roster: $200M charitable assets under advisement 2
- 3. Philanthropy 3.0 Multi-Disciplinary Team • Successful engagements require multiple perspectives • Team approach • Family/Donor at the centre 3
- 4. Philanthropy 3.0 Family Legacy 4 • Transitioned from third generation to 4th generation • Went from an operating company to a holding company • Combination of private family foundations and donor advised funds • Family that is around the world with different political and social interests
- 5. Philanthropy 3.0 Why this Workshop? This Photo by Unknown Author is licensed under CC BY-NC-SA 5
- 6. Philanthropy 3.0 Activity: Lay it on the Line Photo by: rawpixel.com 6
- 7. Philanthropy 3.0 About the Charitable Sector Driven by Values, Not Valuables Impact First Time, Talent, Treasure and Ties Crafting their Philanthropic Identities Show me the money! Generational perspectives on wealth, community and philanthropy 7
- 8. Business Edge Where is the Wealth? Source: 8
- 9. Business Edge Next Gen Motivators Driven by Values, Not Valuables Impact First Time, Talent, Treasure and Ties Crafting their Philanthropic Identities Source: 9
- 10. Philanthropy 3.0 Activity: Values & Characteristics 10 - What stereotypes are being presented? - What are the external influencers (ie. Woodstock, Band Aide, etc.)? - - - What are the political pressures on that generation (i.e. Cold War, 9/11)? - How do you think these markers have influenced or defined that generation’s view of money and philanthropy?
- 11. Transition Planning Legacy Plan Accounts The Accounts • Financial • Intellectual • Social • Human • Enterprise 11
- 12. Activity Money Messaging 12 - What was the message that you were taught? - What was the message that you are trying to teach your kids? - What is the one thing that you internalized?
- 13. Activity & Homework Handouts 13 - Four Money Questions Handout #1 - Legacy Questions Handout #2
- 14. Philanthropy 3.0 What Most Needs Doing? What is Strategic Philanthropy? Philanthropy 3.0 - The process of identifying what you want to see society look like, and using philanthropy as one of the tools for achieving that vision The Charitable/Philanthropic Plan is the coordinated steps in achieving the vision Includes Impact Investing 14
- 15. Philanthropy 3.0 Evolution of Philanthropy Philanthropy 1.0 • Tithing • Annual Donations and one-time giving • Bake Sales etc. • Private Foundations Philanthropy 2.0 • Giving at the cash register • Retail philanthropy • Online donations • Corporate Engagement/ CSR • Donor Advised Funds/ Community Foundations • Non-Profit Banks, Community Banks & Credit Unions 15 Philanthropy 3.0 • Leveraging the 4 T’s to maximize impact • Using data to inform decisions • Impact investing & Blended Value • Micro-lending/ Micro-finance • Giving Circles • Crowdfunding • Community Impact & Social Impact Bonds • “GROANS” • Alternative Currencies • Catalytic Philanthropy
- 16. Philanthropy 3.0 Values & Characteristics Image Courtesy : europeanbusinessreview.com/TEBR_NEW/wp-content/uploads/2013/024×1023.jpg 16
- 17. Philanthropy 3.0 Video Brene Brown – Empathy v. Sympathy 17
- 18. Collaboration, Communication & Innovation 18 • We often only pay attention to the result of collaboration (i.e. the team’s deliverables) rather than the process that leads to those results • The first goal for any collaborative project should be to establish a culture of support and understanding among team members
- 19. Collective Impact Model Source: Collective Impact – Kramer, FSG Consulting 19
- 20. Philanthropy 3.0 About the Charitable Sector Driven by Values, Not Valuables Impact First Time, Talent, Treasure and Ties The Giving Eco-System Landscape & Trends 20
- 21. Business Edge The Business of Philanthropy Philanthropy is BIG Business • Canada’s Charitable Sector = Automotive + Agriculture + Retail + Manufacturing • Today’s philanthropists do more than just write cheques • Time, Talent, Treasures & Ties • Tackling some of societies most complex social problems where government and industry have fallen off Impact Investing • Impact investing in Canada is expected to reach $300Billion by 2020 • International investments in private equity impact funds (19.7% ROI) outperformed the benchmark (14.2%) by 5.5% 21
- 22. Philanthropy 3.0 - Donor Profile Donor Profiling Articulating risk and interests 22
- 23. Maverick Informed Steady • Research driven but validated by gut • Shot-in-the-arm • Emergency funding • Limited track-record • Start-up • Non-trackable • Research driven and validated by relationships • Longer-term relationship • May include start- up/seed capital • Trackable • Solution oriented 23 • Tried and true • Low-risk • Problem focused, not necessarily solution based • Established Donor Profile Types Characteristics of the Donor Profiles
- 24. Five Approaches to Philanthropy Maverick Informed Steady • Venture Philanthropy • Collaborative/ Network Philanthropy • Responsive Philanthropy • Results-Based Philanthropy • Collaborative/ Network Philanthropy 24 • Cheque-book Philanthropy
- 25. Donor Profile – what it Looks Like 25 Simplicity Autonomy Nimbleness Risk Complexity Engagement Consistency Security Family Donor Risk Profile Dad Mom Family Foundation
- 26. What Most Needs Doing Evaluating a Charity for Funding What makes a good charity a great charity? 26
- 27. Discussion • How do you decide which charities to engage with? • I conduct due diligence and do research before I support a charity • I first decide my philanthropic goals then identify the charities that will support those goals • I fund root causes and systemic issues • I prefer to have information about an organizations operations, their effectiveness and success track-record • I expect charities I support to be able to measure the impact of the work they do and as a result, the impact of my donation • I often recommend a charity to friends/colleagues 27
- 28. A Diversified Giving Portfolio • Level one – Needs based giving • Front-line charities • Band-aide solutions • Level two – Empowering Individuals • Funds are a one-to-one or a one-to-many experience • Seeing your money put to work in the life of an individual • Level three – Capacity Building • Supporting organizations that help other organizations • Investing in an agency’s operational effectiveness • Level four – Networked Philanthropy • Leveraging your network to further the issue 28
- 29. Benchmarks • Leadership • Qualifications • History & Connectedness • Board engagement • Governance • Strategic v. Operational Board • Policies to protect donors and clients • Community Engagement • How do they work with others in their industry? • Media • Program Implementation • Capacity to report on long term effectiveness • What is success? • Volunteerism/HR • Hiring policies • Staff & Volunteer turn-over • Financial Management/ Fundraising • Overhead Operational Effectiveness • Diversified funding portfolio 29
- 30. Measuring Impact 30 This Photo by Unknown Author is licensed under CC BY-SA
- 31. Your Giving Plan 1. Identify areas of giving are most important 2. State who in your family and how you want to be involved 3. Audit past giving 4. Create a portfolio of responsible, well managed charities that will deliver impact 5. Align giving with investment/asset management strategy 6. Establish a disbursement program that balances client interests (i.e. social vision realization, tax planning) with charity impact 7. Report on impact vs. funding 31
- 32. Philanthropy 3.0 Social Impact Lab Driven by Values, Not Valuables Impact First Time, Talent, Treasure and Ties The Social Impact Lab What is it? Why use it? How best to use it? 32
- 33. Philanthropy 3.0 Problem Exploration This Photo by Unknown Author is licensed under CC BY-NC-ND 33
- 34. Philanthropy 3.0 The Lab Process •Create space to define the problem Step 1 •Strange Bedfellow Conversations Step 2 •Design a Solution •Test risk Profile Step 3 •Deploy to the Field •Design the Test for Impact Step 4 •Review Analysis •Pivot/Tweak •Decision Time – Go/No-Go Step 5 •Scale for Impact Execute Create conditions that allow for experimentation: Set ground rules, loosen policies, encourage diversity, agree on what should be measured, share knowledge, allow for rapid failure 34
- 35. Philanthropy 3.0 Why this process works Image Credit - https://elginifest.org/get-involved/volunteerhands-01/ 35
- 36. Philanthropy 3.0 Case Study Case Study #1: Crossroads “S” Family Foundation looking to imbue life into their legacy gift 36
- 37. Philanthropy 3.0 Defining the Problem Problem Architecture Are we asking the right questions to solve the right problem? • Create space to define the problem Step 1 37
- 39. Philanthropy 3.0 Defining the Problem What most needs doing? “Trying to find a single definition severely limits the scope of possible solutions. Sometimes what appears to be a single problem is in fact a collection of several smaller, related problems.” ~ Data Group 39
- 40. Philanthropy 3.0 Convening the Conversation Connectivity Who should be at the table? When should they be invited? Who is the backbone of the project? What are the perspectives shaping the conversation? • Strange Bedfellow Conversations Step 2 40
- 41. Philanthropy 3.0 Connectivity Who should be at the table? Taking into account all the different types of people and organizations who influence this discussion or are part of the system, who else should be helping design the solution? How is everyone connected? What and who shapes the conversation and leads the discussion? How do you know when you have heard all the voices? When should you bring what players into the conversation? 41
- 42. Philanthropy 3.0 “S” Family/NMC Stakeholders Time Talent Treasures Ties NMC volunteers Musicians S Family Foundation 2 Family Foundations joined in to scale out S Family & Friends on planning committee; K&C Team NMC Staff 2 Family Foundations joined to scale up Other non-profit orgs brought access to new/different communities for scaling out Parent chaperones Other non-affiliated organizations (e.g. Toronto Jewish Music Festival) Media sponsors 4 Community Associations representing multiple ethnicities NMC Staff Local historian Videographer/ Photographer 3 Schools, 1 Pre-school (380 children) 42
- 43. Philanthropy 3.0 Designing the Solution Designing for Impact When should you pivot? What drives the shift? How do you know what to measure? How will you know when you got there? • Design a Solution • Test Risk Profile Step 3 43
- 44. Philanthropy 3.0 6 Benchmarks • Leadership/Governance/Policies • Program Implementation • Community Engagement/Competitive Landscape • HR/Admin • Volunteer Engagement • Finance/Fundraising 44
- 45. Philanthropy 3.0 Testing Testing for Impact How will you know when you got there? • Deploy to the Field • Test for Impact Step 4 45
- 46. Philanthropy 3.0 Solution Testing • Did your solution meet the original objective? • How did it change? • What information were you provided to justify the change? Is what the user said they wanted and what they really wanted the same/different? In what capacity? • Were you able to prototype the solution quickly to test the hypothesis? 46
- 47. Philanthropy 3.0 Decision Time Evaluating for Impact Go/No-Go Decision Time • Review Analysis • Pivot/Tweak • Decision time – Go/No-Go Step 5 47
- 48. Philanthropy 3.0 Evaluation – Will it work? 1. Clarify what Success looks like – What are your goals? How do you THINK you can achieve them? a. Did we achieve those goals? 2. Track Progress – What progress measures are you using? a. Ensure that what is being measured can lead to determining the cost:benefit risks (personal, organizational, social and financial) b. What do you need to learn? 3. Interpret the evidence and revise your approach a. Share what you have learned b. Will these results “push the needle?” 48
- 49. Philanthropy 3.0 Rolling Up or Out Scaling for Impact Scaling UP or Scaling OUT • Scale UP or OUT for Impact Execute 49
- 50. Philanthropy 3.0 Scaling Up Key Learnings from the “S” Family – NMC Lab • Reflection on Family Legacy • Connected “S” family more intrinsically to NMC and solidified the relationship with Gen 2 who are starting to take over the foundation • Very successful pilot – What we measured • Number of attendees and schools participating • Removal of barriers to entry • Raised awareness of NMC to un-connected community • Policy design and internal metrics need to be aligned • Box office metrics were in conflict with program objectives of removing barriers • Supporting internal operations within the partner organizations is integral • High staff turn-over rate throughout the program made project management somewhat challenging • Admin and operational capacity of implementing partner needs to be confirmed from the outset • Within an organization’s vertical (avoid Mission Drift) • Ensure that the solution does not take the organization beyond what they are mandated to do and have the capacity to deliver on • Broader community engagement should be continuous • Don’t stop engaging Stakeholders after the solution has been designed and tested 50
- 51. Philanthropy 3.0 Summary & Resources In Conclusion 51
- 52. Philanthropy 3.0 Summary • Recognize that there are different generational perspectives influencing the family money and legacy conversation • Recognize that money taboos are real and money messages are ingrained, if not a bit misunderstood • Family history plays an important role in what is deemed valued in the legacy conversation • Strategic philanthropy is about leveraging all your assets: • Time, Talent, Treasures & Ties • Five steps for designing and funding innovation • Funding problems supports the presenting issue; financing solutions supports the presenting problem • Feedback is critical 52
- 53. Philanthropy 3.0 Resources • “For Strategies for Large Systems Change,” by Steve Waddell – Stanford Social Innovation Review, Spring 2018 • “When Innovation Goes Wrong,” by Christian Seelos & Johanna Mair – Stanford Social Innovation Review, Fall 2016 • The Solution Revolution: How business, government and social enterprises are teaming up to solve society’s toughest problems, by William D. Eggers & Paul MacMillan, Harvard Business Review Press, 2013 • Beyond Philanthropy • “Panic in the Chicken Coop,” Forum for Philanthropy, 2010 • “Education Decisions of Canadian Youth: A Synthesis Report on Access to Education,” by Serena Cheung for the Higher Education Quality Council for Ontario, 2007 • “Bill Gates Admits He Was Wrong,” Huffington Post, 2010, https://www.huffingtonpost.com/alan-singer/bill-gates-admits-he-was_b_389289.html • “Wicked Problems,” Image Source CMU Transition Design, Irwin & Kossoff 53
- 54. Philanthropy 3.0 Contact Us Gena Rotstein – grotstein@karmaandcents.com Richard Ouellette – rouellette@karmaandcents.com 1-866-936-GIVE (4483) 54
Editor's Notes
- The challenge facing families around planning legacies across generations is that each generation brings a different perspective to the table. This workshop focuses on how to connect these different perspectives, value and respect these different viewpoints and connect them together in your family’s legacy. Over the course of the next hour and half we will walk you through what legacy planning across generations looks like in a social impact lab process. We recognize that this is your time so please interrupt with questions, challenge assumptions and approach the topic from a point of curiosity. At the end of our time together you will leave with tools and resources for you to take home and do with your families and advisors. To get us warmed up we are going to start with an activity…
- Money can be seen as a taboo topic as such we come with biases and pre-conceived notions around what wealth means to each of us individually, as a family and also within our generation. In order to have an effective legacy plan across generations we need to understand what influences the different generations as they view their personal and family wealth.
- We just did an activity that demonstrated how people’s understanding of what it means to be a philanthropist. That exercise didn’t break down around generational lines. Now consider this – for the first time in North American history of tracking wealth, we have five generations drawing up on a single families wealth pool AND for the first time five generations influencing the philanthropic landscape. Consider this in your own context - How does life experience influence your perception or even engagement in philanthropic activities? Does your culture, religion or spirituality play a role in how you engage in charitable activities? What role do you think that government or public funds should play in supporting social, environmental and cultural organizations?
- Activity – In groups of 3 or 4 take a piece of flipchart paper and a few coloured markers. You will see a generation title at the top of the page. Draw a character like one of the images on this screen (or perhaps make it gender neutral) Over the next few minutes discuss what factors influence the generation that is identified and draw images that reflect that generation. Regroup and discuss what is drawn. What stereotypes are being presented? What are the external influencers (ie. Woodstock, Band Aide, etc.)? What are the political pressures on that generation (i.e. Cold War, 9/11)? How do you think these markers have influenced or defined that generation’s view of money and philanthropy?
- When looking at your philanthropy plan, it isn’t just about your pocketbook. Just like each generation has different perspectives of wealth and money they also have different relationships with wealth at different points in their lifecycle. The way that we assess and develop a giving strategy is by analysing the FISH account. At different points in a person’s lifecycle and business cycle the various FISH accounts may be full or depleted. By recognizing where people are in the cycle helps determine if what should be contributed is Time, Talent, Treasures or Ties and what will happen to the asset base in the FISH accounts if any one or a combination of the 4 T’s is given away. G = Give Student example & Pensioner Example.
- Philanthropy 3.0 – Is a combination of traditional philanthropy, impact investing, consumer behaviour and in the case of a business, procurement and hiring policies and venture philanthropy.
- Ask who has heard or participates in one of these types of giving?
- The Social Impact Lab approach to solution design and financing solutions instead of funding problems works because of the following key characteristics: Participants come from a place of curiosity Culture defines the solution space and who the players are at the table Leadership & role models are who will successfully carry the solution across the finish line. Funders are investing in the people who will execute on the solution as much as they are investing in the solution Policy and investment in infrastructure are a key component to a solution being able to scale. Designing engaging activities to allow for experimentation Resources go beyond the financial Diversity of participants - individuals, companies, charities, funders, government, end-users commit to exploring the problem and designing a solution Show up at the right place at the right time Design with the end-users in mind
- In order to design a legacy program that finances solutions and not just funding problems we have to start from a place of empathy. Empathy so that we can understand where the other generations are coming from and creates space to build a collaborative model. Brene Brown explains empathy in a very simple way. Dr. Brown is a research professor at the University of Houston. She’s spent the past two decades studying courage, vulnerability, shame, and empathy. She’s the author of five #1 New York Times bestsellers: The Gifts of Imperfection, Daring Greatly, Rising Strong, Braving the Wilderness, and Dare to Lead. Her most recent book was released in October 2018 and is the culmination of a seven-year study on the future of leadership. Click video
- A good legacy plan allows for the voice of the inheriting generation to be part of the design, because ultimately, they are the ones that are going to be the ones to execute on the solution when the founders are gone. Right now in Canada it is estimated that $12B is tied up in dormant foundations, in part this is due to the inheriting generation not being a part of the design process and also not being brought into the philanthropy management space early on. So the first goal for any family is to establish a way for different generational voices to be heard AND for a way to bring in issue area experts to help guide and inform the decisions.
- The role of the family philanthropy program, whether it is a formal foundation or an annual giving strategy is to act as a convener first and foremost. A convener of family ties as well as to bring organizations and experts together around an issue or area of interest to explore. In this case they are the backbone organization and facilitating the communication between family members and agencies at that table. As a collective they determine the problem that is to be focused on and how to effectively invest in a solution and measure the impact of the funding. By using this model there is a common understanding of what the philanthropic objectives of the family are and the recipient organizations, the fund managers and the other advisors at the table.
- So to this point we started at the high level to show that perceptions of money and wealth are not only shaped by family, but also by external and generational experiences. From there we covered what strategic philanthropy, or philanthropy 3.0 looks like. Now we are going to put this into the context of charitable landscape. Successful cross-generational legacy plans take into account the marketplace in which it is operating. In this case the Canadian context.
- Just like an investment strategy, we assess the risk tolerance of donors. This helps us understand the types of charities and best ways to design solutions for the funders.
- What it looks like as we map out a family’s donor profile.
- This is the typical place that people ask us to start. But we can’t start here because we need to understand the context in which we are evaluating charities. It is for this reason that we lay all the ground work before this – understanding the perspectives, setting the values, assessing risk and figuring out where in the lifecycle everyone is so that they know what assets they can leverage either directly or indirectly through the foundation or giving program.
- Nature of Impact Type of change created Scale of Impact Number of people helped Depth of Impact Amount of change generated
- When we started the morning we showed that everyone has a different understanding of what it means to be a philanthropist. From there we highlighted that an individual’s relationship with wealth and money is influenced both by family and by external pressures. At this point we introduced the concept of Philanthropy 3.0 and how a legacy plan across generations can actually be a living experience and that the family foundation or the giving strategy takes on a leadership role in defining and designing the solutions that it wants to fund. From here we presented a way to evaluate charities based on a donor’s risk profile and how each person brings their own risk tolerance to the table as such this influences the way foundations make decisions. I am now going to turn this over to Rich who is going to explain the social impact lab approach and how it works.
- When we set out to architect a problem there are a few questions we look to explore. Ultimately we want to make sure we are eating an elephant one bite at a time.
- Why does this work better than other funding approaches? We don’t come in assuming we know the answer Culture is taken into consideration in architecting the problem, designing a solution and testing it End-user at the centre as opposed to the charity or the funder Investment of time up front Rapid failure and sharing of learnings with the broader community Feedback loop built into the design process Minimize risks by engaging a diverse group of people Provide resources and tools throughout the experience so that stakeholders are engaged and incentivized
- A few years ago Mr. & Mrs. "S" created their charitable fund. Both children of immigrants, they established their fund to provide unique learning opportunities for Calgary’s youth specifically through cultural experiences and to support activities within the Jewish Community. To this end they made a legacy gift to the National Music Centre. This gift established the "S Fund" Music Library and was built around the various artifacts and materials that they had helped NMC collect over the years with the purpose for those objects to be loaned out to music classes, students and musicians in Calgary and across Canada. Upon reflecting on the success of this project Mrs. S realized that this gift, while on paper met the objectives, at its heart did not meet the “why” of their philanthropic vision. So she set out to figure out how to manifest her social vision of creating unique cultural experiences in Calgary. She was also concerned that there wasn’t a clear enough connection between what they had set up at the NMC to her grandchildren.
- To this end she wanted to connect her immigrant experience with her philanthropy as a way of living out those values in a demonstrable way for her grandchildren. She wanted them to understand what it means to give back and what it is like for New Canadians. How this played out: As Mrs. S saw things, one of the critical problems in our society is the lack of open dialogue between people because we have a natural tendency to classify each other as “the other” or “different.” The NMC is mandated to be Canada’s musical hub, however they recognized that the only people accessing their organization were music lovers and individuals who were representative of a certain socio-economic and lacked diversity. The NMC wanted figure out a way to bring more people into the Centre that reflected Canada’s mosaic.
- If we looked at this example purely as a marketing challenge then we would have missed out on what was really needed - how do we make Canada’s Music Centre the livingroom of music for all Canadians? What role does this organization play in supporting the Canadian mosaic? Is there more to this than just musical experiences? By going beyond the single definition we were able to convene some very interesting conversations.
- The second step of the lab is convening conversations - bringing together the right people to help validate the problem and design the solution.
- Because this project had two objectives: Create a living legacy for the “S” family AND a social objective of connecting the immigrant population with Canadians through a shared experience of music. In order to do this we needed to bring different perspectives to the table including G2 and G3 of the “S” family along with different voices from the immigrant community. As a family they wanted to understand how everyone was connected to the problem around cross-cultural dialogue and how music is the intersection or the Crossroads of the Canadian immigrant experience. They also wanted to ensure that their grandchildren, who are still too young to be at the foundation’s decision making table could contribute to the design of the solution. In order to have the younger voices heard we worked through their schools and teachers to bring the Crossroads program to life. We also established lines of communication between several different entities that touch the immigrant experience and the NMC in an effort to remove barriers to entry for new Canadians who otherwise would not have reached out to NMC to be part of their Canadian integration process. From these conversations we were able to map out what all the players brought to the table – their Time Talent Treasures and Ties.
- In the Crossroads Social Impact Lab we had people coming and going throughout the lab. As you can see we engaged organizations as far away as Toronto - the Toronto Jewish Music Festival as well as local and international musicians, local educators and social workers, and other non-profits. This chart demonstrates the different assets that they brought to the table. When you go through your lab you will have the opportunity to consider the different assets that your network will bring to the table.
- Step 3 of the lab is the design phase. When we were designing Crossroads we started off small then went large as we heard from more voices and then focused back down to what was ultimately delivered as the pilot - a one-day multi-faceted day of music and learning bridging the cultural divide.
- There are six benchmarks that we look at when designing a solution. All projects have these six items, how they are weighted or focused on in the design process is determined by the risk profile of the donor and the others at the table. They are not in any particular order EXCEPT for the financial/fundraising benchmark. This is last because we found when we talk about it at the outset most people weight this higher than what it really merits. Strong fundraising doesn’t necessarily mean a great program implementing partner and high overhead doesn’t mean that the organization is mis-managing funds. Too often we fall into the trap of overhead to program costs that are not put into the context of the solution being designed or the problem being solved. It is for this reason that we focus on the financing solutions instead of funding problems.
- As I have stressed, designing the feedback loop into the solution is a critical piece of the lab. In order to know if the solution will be successful and/or scaleable you need to prototype first. To this end Karma & Cents worked with the NMC Education Team to roll-out the Crossroads event. The daytime program engaged public and private schools, PJ Library, the Jewish Community Centre and musicians from Toronto, Iran, Montreal and Calgary to explore how music crosses borders and paves the way for dialogue between different communities that make up Calgary and Canada. In the end 380 children participated in the daylong program. The largest school-age program NMC has hosted to date. From a family perspective the effects will be realized down the line.
- Because this was a legacy project we needed to make sure that the kids were involved in the process. The way that we initially engaged G2 was by going to the schools of G3. Obviously with such young children we cannot have them at the decision making table, we could however, give them a voice as to what experiences they wanted to have with the National Music Centre. By focusing on the educational aspect and working with the schools of G3 we were able to craft a living legacy program. This spring we will be holding the first full family philanthropy meeting which include the in-laws. So to this end the program met the objectives of the family. It hasn’t changed the family dynamics, but it has enhanced the relationships that G2 has with the Calgary community even for the son who lives away, when he comes to town he has ties to what his parents are setting up. From a social impact perspective: What all of the players learned through this process is that the donor family brings more than just their pocketbook to the table. By mapping out the 4T’s the charities involved were able to see how best to connect and steward the relationship with the “S” family and how the next generation will also be involved in the decision making.
- Step five is decision time as to whether to scale the program or scrap it. Those that were at the table for this were the S Family and NMC.
- Throughout the design phase we kept going back to why was this the right solution to meet the needs of both NMC and the S Family. There were times where we had to tweak the execution of the pilot because of internal and external pressures most notably was the staff turn-over and struggles with maintaining consistent messaging between the different players as people came and left different agencies.
- In the case of Crossroads it was an easy decision to Scale the program UP. This was a project that would only ever reside within the NMC however we ended up creating pathways within NMCs internal processes and policies that allowed for easier partnership and future engagement with external resources and players. Examples of those external resources are the engagement of the Indo-Canadian community and the Ukranian community.
- As this program scales up NMC will be focusing on what they learned through this lab process to further the rest of the Crossroads series.
- In the case of Crossroads it was an easy decision to Scale the program UP. This was a project that would only ever reside within the NMC however we ended up creating pathways within NMCs internal processes and policies that allowed for easier partnership and future engagement with external resources and players. Since completing this project a year ago two other family foundations have taken on the mantel of the Crossroads project. The “S” family have deepened their engagement with NMC exploring other ways to leverage their initial contribution including bringing their children into the relationship with the organization.