1. 2014 CEO Breakout Session February 26, 2014

2. ISSUES THAT IMPACT ON FOUNDATION'S EFFECTIVENESS? No Impact/ Slightly important Neutral Important/ High Impact Implementing effective community leadership 7.2%10.7%82.2% Rapidly changing technology7.1%14.3%78.6% Competitive environment0.0%22.2%77.7% Demographic changes7.1%17.9%75.0% Landscape for infrastructure support to the field 7.1%35.7%57.1% Nonprofit sector management issues 14.3%42.9%42.8% Other: Important or high impact (N=2) Leadership and ownership of npos by communities of color Improving business practice of npos

3. What is your chief competition for asset development? None/ Low NeutralSomeHigh Other0.0% 44.4%55.6% Commercial gift funds3.6% 50.0%42.9% Private Foundation model17.9%10.7%28.6%42.9% Financial institutions7.1%14.3%50.0%28.6% Family offices14.3% 57.1%14.3% The United Way51.8%11.1%37.0%0.0%

4. # DAFsDAF Gifts DAF Grants DAF Assets DAFs held by "National Charities" N=47 100,614$6.53 B $3.37 B $18.88 B DAFs held by Community Foundations N=603 60,051$4.28 B$2.78 B$18.26 B DAFs held by Single Issue Charities N=357 40,966$2.91 B $2.48 B $8.21B 2012 Data from Natiional Philanthropic Trust 2013 Donor-Advised Fund Report

5. Sampling of National Charities 2012 990 Data DAFs as % of assetsNumber DAFs Aggregate DAF Contributions Aggregate DAF GrantsAggregate DAF Assets Fidelity Investments Charitable Gift Fund 99.20%54,880 $ 3,281,460,447 $ 1,281,335,916 $ 7,557,458,242 Vanguard Charitable Endowment Program 99.65% 8,059 $ 870,679,927 $ 476,680,954 $ 2,754,820,865 Schwab Charitable Fund 99.66% 15,201 $ 699,296,466 $ 539,167,969 $ 3,164,907,581 National Philanthropic Trust 99.02% 2,007 $ 276,452,481 $ 150,807,081 $ 1,149,585,760 Bank of America Charitable Gift Fund 99.42% 1,384 $ 124,744,704 $ 119,307,132 $ 426,019,668 Subtotal81,531 $ 5,252,634,025 $ 2,567,299,052 $ 15,052,792,116 % held by 5 entities named above 81.04%80.44%76.18%79.73%

6. Other community foundations in region Law firms, accountants, wealth managers Philanthropic advisory services (Arabella) Large non-profit anchor institutions (universities, hospitals, cultural institutions) Commercial private foundation management companies Materialism!! Consumption!! Materialism!! Consumption!!

7. PRIORITIZE SERVICES/PROGRAMS CRITICAL TO THE FIELD OF COMMUNITY FOUNDATIONS Low PriorityMedium PriorityHigh Priority Advocacy/lobbying on behalf of the field7.1%21.4%71.4% Technology10.7%25.0%64.3% Ethical practices, especially as it relates to "donor intent" 3.8%42.3%53.8% Legal advice 14.3% 42.9% Internet interactions such as CEONet, ProNet, AdNet, etc. 32.1%57.1%10.7% Professional development7.1%53.6%39.3% Standards25.9%59.3%14.8% Fieldwide gatherings (national or regional) 21.4%46.4%32.1%

8. Infrastructure Support CF Insights CF Leads Center for Effective Philanthropy Council on Foundations Foundation Center Foundation Strategy Group Grantmaker Affinity Groups – Education – Grass roots – Immigrant Refugees Grantmakers for Effective Organizations Independent Sector Mission Investors Exchange Regional and Local Grantmaker Networks

9. Professional Development Value for CEO/Senior Managers Benchmarking Successful Practices Center for Effective Philanthropy Continuing professional education (cpas, legal) Executive Coaching Estate Planning Councils Larger Community Foundations Meeting Monitor Institute’s What’s Next Strategy Outside leadership training experts Outside subject matter experts Peer networks or 1:1 (sector and non-sector leaders) University coursework and fellowships (selected) – Harvard and Stanford specifically named

10. Professional Development - General 24/64 (generational wealth) Association of Fundraising Professionals American College of Financial Services – CAP Executive Coaching Institute for Career Advancement (ICAN) Local Civic Leadership Development Organizations National Association of Corporate Directors (NACD) Program/Strategic Evaluation Consultants Society for HR Management (SHRM); HR consultants Professional Affinity Groups By Function (AdNet, COMMA, FAOG, Pronet; Grants Managers Network) By Shared Perspective – Emerging Practitioners (EPIP) – Asian/Pacific Islander Americans in Philanthropy (AAPIP) – Association of Black Foundation Executives – Hispanics in Philanthropy (HIP, National Latino Funds Alliance)

14. DISCUSSION AGENDA  Opportunities on the horizon: inventive ways of leveraging foundation skills and business model  Management Issue: Fostering change in organizational culture/staffing and succession  Opportunities for field action: legislative and regulatory advocacy; strategic communications  Challenge: Change & relevance – what’s the 21 st century value proposition?