Podcasts about National Philanthropic Trust

Eileen Heisman is one of philanthropy's most influential leaders. As the founding President and CEO of National Philanthropic Trust, she grew it into a global powerhouse, facilitating over $63 billion in charitable giving. A ten-time honoree on the NonProfit Times Power & Influence Top 50, she's advised world leaders, taught at Penn, and shaped the future of donor-advised funds. In this conversation, we trace her journey—from childhood lessons in inclusion and innovation to her early years in politics, and through more than three decades at the helm of one of the nation's leading engines of giving.

In this episode of "In Conversation With...", host Kimberley Dondo sits down with John Canady, CEO of National Philanthropic Trust. Dive into the world of donor-advised funds and their impact on wealth management in the UK. Discover the evolution, benefits, and emerging trends in philanthropy, with a focus on sustainable and impact investing. John shares valuable insights and best practices for financial advisers to help clients align their philanthropic goals with their financial plans. Tune in for an enlightening discussion on the future of philanthropy and donor-advised funds:  

Donor advised funds...are they a handy tool to help be thoughtful about our donations or just another form of wealth hoarding?Share your thoughts at https://spenddonateinvest.world or visit the site to request another topic for a future episode and to sign up for the monthlyish newsletter.Links from today's episode:Charitable Tax Reform For the 21st Century by Roger Colinvaux and Ray D. Madoff https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3462163 Until the River Runs Dry by by Chuck Collins Helen Flannery Dan Petegorsky Bella DeVaan https://inequality.org/great-divide/charity-reform-video/The 2023 DAF Report released by National Philanthropic Trust https://www.nptrust.org/reports/daf-report/Support the show

Nonprofit Board Fires Sam Altman At OpenAI In High-Stakes Drama   So, what happens when a nonprofit board meets with a Silicon Valley CEO?   The two factions of OpenAI clashed like the resistance fighting the empire in a scene from Star Wars but with fewer special effects. Here's what we think is happening based on reports…   OpenAI, initially a non-profit dedicated to beneficial AI development, has undergone a significant transformation via high-speed drama this weekend. After former CEO Sam Altman was ousted, executive Greg Brockman decided to quit OpenAI, with Twitch's ex-CEO Emmett Shear stepping in. Microsoft's Satya Nadella announced Altman and Brockman, along with others, would join Microsoft. This move represents a substantial gain for Microsoft, which already holds a perpetual license to OpenAI's intellectual property, and now acquires key talent without financial or antitrust risks. This shift signals a loss for OpenAI, heavily reliant on Microsoft for funding and resources. OpenAI's flagship product, ChatGPT may face uncertainties given these developments. Some observers critique the evolution of OpenAI's non-profit model, originally aimed at advancing AI for humanity's benefit without financial constraints. However, financial pressures led to the creation of OpenAI Global, LLC, with Microsoft as a minority owner, altering OpenAI's commitment to openness and non-profit principles. The release of ChatGPT, while a massive success, exacerbated internal ideological rifts within OpenAI that contributed to Altman's ouster. Microsoft, heavily invested in OpenAI technology, finds itself in a more advantageous position, now directly acquiring the talent and technology it was partnered with. Analysts suggest this to mean a consolidation of AI advancements under large, well-funded corporations, with OpenAI's original non-profit vision and structure becoming increasingly untenable.   So for this episode the score is: nonprofit ethos 1, Silicon Valley CEO 0 - but this is definitely not the end of this saga, expect many sequels and prequels.     Billionaires including Eric Schmidt plow $300 million into a non-profit that is France's latest push to catch up in AI  | Fortune The new French AI research lab Kyutai, backed by a budget of nearly €300 million (around $330 million), is set to make significant strides in artificial intelligence. Spearheaded by French billionaire Xavier Niel and supported by figures like Rodolphe Saadé and Eric Schmidt, Kyutai aims to be a nonprofit hub for artificial general intelligence research, collaborating with researchers and PhD students on open-source projects. The lab boasts considerable compute power, including a thousand Nvidia H100 GPUs, and is led by a team of seasoned AI experts. It distinguishes itself by encouraging researchers to publish their work, a practice increasingly rare in big tech firms. This initiative aligns with France's broader strategy on AI, as articulated by President Emmanuel Macron, focusing on open source development as a national asset and advocating for regulations that ensure safety and innovation in AI applications​​​​​​​​​​​​​​​​.     Rosalynn Carter, mental health activist, humanitarian and former first lady, dies at 96 | CNN Rosalynn Carter, who passed away at 96, was a trailblazing First Lady, redefining the role by actively championing mental health reform and advocating for human rights. Her tireless work set a new precedent for presidential spouses, emphasizing social impact and public service. Rosalynn's enduring legacy is highlighted by her efforts to destigmatize mental health issues and her pivotal role in The Carter Center's humanitarian initiatives. Her commitment to these causes and her influence as First Lady have left a lasting mark on social advocacy and the evolving role of presidential spouses in public service.     Donor-Advised Fund Report: Grants to Charities Increase 9%, Hitting a New Record High | nonprofit The 2023 Donor-Advised Fund (DAF) Report reveals a robust increase in DAF philanthropy in the United States, with grants to charities growing by 9% to a record $52.16 billion. Despite challenges in the broader economy, donors consistently increased their DAF contributions for the 13th consecutive year. The report notes a shift to what might be a 'new normal' in DAF growth rates, post-COVID-19. Key findings include a 9% increase in contributions to DAF accounts, totaling $85.53 billion, and a 2.9% rise in the number of DAF accounts to 1,948,545. The average DAF account size decreased slightly, and the grant payout rate dipped to 22.5%. Eileen Heisman, CEO of National Philanthropic Trust, highlights the growing variety of giving tools and the critical role DAFs play in easy, streamlined philanthropy, expecting this trend to continue benefiting charities globally

Stacie Jacobsen welcomes National Philanthropic Trust's Alison Morse and the Center for Effective Philanthropy's Phil Buchanan, who offer insights on the urgent need for giving and the best ways to do it. For more information on end-of-year giving, take a look at our philanthropic team's blog post: https://www.bernstein.com/our-insights/insights/2023/articles/finish-strong-make-the-most-of-year-end-giving.html Note to All Readers: The information presented and opinions expressed are solely the views of the podcast host commentator and their guest speaker(s). AllianceBernstein L.P. or its affiliates makes no representations or warranties concerning the accuracy of any data. There is no guarantee that any projection, forecast or opinion in this material will be realized. Past performance does not guarantee future results. The views expressed here may change at any time after the date of this podcast. This podcast is for informational purposes only and does not constitute investment advice. AllianceBernstein L.P. does not provide tax, legal or accounting advice. It does not take an investor's personal investment objectives or financial situation into account; investors should discuss their individual circumstances with appropriate professionals before making any decisions. The information contained here reflects the views of AllianceBernstein L.P. or its affiliates and sources it believes are reliable as of the date of this podcast. AllianceBernstein L.P. makes no representations or warranties concerning the accuracy of any data. There is no guarantee that any projection, forecast or opinion in this material will be realized. Past performance does not guarantee future results. The views expressed here may change at any time after the date of this podcast. This podcast is for informational purposes only and does not constitute investment advice. AllianceBernstein L.P. does not provide tax, legal or accounting advice. It does not take an investor's personal investment objectives or financial situation into account; investors should discuss their individual circumstances with appropriate professionals before making any decisions. This information should not be construed as sales or marketing material or an offer or solicitation for the purchase or sale of any financial instrument, product or service sponsored by AllianceBernstein or its affiliates. The [A/B] logo is a registered service mark of AllianceBernstein, and AllianceBernstein® is a registered service mark, used by permission of the owner, AllianceBernstein L.P. © 2023 AllianceBernstein L.P.

Donor Advised Funds (DAFs) are on the rise in the United States. Andrea Rush joins us to share her expertise as the Senior Vice president of philanthropic solutions for the National Philanthropic Trust, one of the oldest and most established DAF institutions. Andrea explains the benefits of DAFs and why they are increasing in popularity She also addresses the criticisms surrounding DAFs. Episode Highlights:The growth of DAFs and why they are popularAddressing criticism Surrounding DAFsTypes of DAFsFuture trends for DAFsAndrea Rush Bio:Andrea Rush is Senior Vice President of Philanthropic Solutions and has more than 22 years of experience handling all aspects of philanthropic and specialized grant-making services, including direct international grants and grant agreements. Andrea is responsible for the oversight of NPT's various philanthropic vehicles such as Supporting Organizations and Special Projects. She is a member of the NGO Source Advisory Council and a graduate of the Leadership Philadelphia Core Class of 2011. Andrea was formerly an elementary school teacher for the School District of Philadelphia. She received her B.S. with honors in Education from Temple University and holds a certificate in Nonprofit Executive Leadership from Bryn Mawr College.Links:National Philanthropic Trust https://www.nptrust.org DAF report https://www.nptrust.org/reports/daf-reportIf you enjoyed this episode, listen to these as well: https://www.doyourgood.com/blog/141-Understanding-Collaborative-Campaign-Budgets-Dedeee%20Wilnerhttps://www.doyourgood.com/blog/70-shakira-relefordhttps://www.doyourgood.com/blog/69-patton-mcdowell Crack the Code: Sybil's Successful Guide to Philanthropy Become even better at what you do as Sybil teaches you the strategies as well as the tools you'll need to avoid mistakes and make a career out of philanthropy.Sybil offers resources that include special free short video mini-courses, templates, and key checklists, and words of advice summarized in easy-to-view PDFs. Check out Sybil's website with all the latest opportunities to learn from Sybil athttps://www.doyourgood.com Connect with Do Your Good https://www.facebook.com/doyourgood https://www.instagram.com/doyourgood Would you like to talk with Sybil directly? Send in your inquiries through her website https://www.doyourgood.com/ or you can email her directly at sybil@doyourgood.com!

Donor Advised Funds (DAFs) are on the rise in the United States. Andrea Rush joins us to share her expertise as the Senior Vice president of philanthropic solutions for the National Philanthropic Trust, one of the oldest and most established DAF institutions. Andrea explains the benefits of DAFs and why they are increasing in popularity She also addresses the criticisms surrounding DAFs. {You can hear the full episode on Monday October 23rd}

Sybil delves into Donor Advised Funds (DAFs) and Pooled Funds. DAFs have been gaining prominence recently, with a significant share of annual giving directed towards them. Sybil explains the three categories of DAFs and pooled funds, with examples and pros/cons for each type. She then shares the criticisms and the benefits of DAFs.Episode Highlights:The three categories of DAFs and pooled fundsThe criticisms of DAFsThe essential benefits DAF.Sybil Ackerman-Munson Bio:With over 20 years of experience as a nonprofit professional and foundation advisor, I work with philanthropic institutions and foundations interested in successful, high-impact grant-making so you can make a real and lasting positive contribution to the world on your terms.Links:Bank of America https://www.privatebank.bankofamerica.com/solutions/donor-advised-fund.htmlBridgespan https://www.bridgespan.org/our-services/helping-foundations-collaborate-with-other-fundersCharities Aid Foundation https://www.cafonline.org/my-personal-giving/long-term-givingFidelity Charitable https://www.fidelitycharitable.org Morgan Stanley https://www.morganstanley.com/campaigns/wealth-management/giftNational Christian Foundation https://www.ncfgiving.com/solutions/giving-fund National Philanthropic Trust https://www.nptrust.org/donor-advised-funds/open-daf-accountPew Charitable Trusts https://www.pewtrusts.org/enOregon Community Foundation* https://oregoncf.org/ways-to-give/choose-your-fund/donor-advised-fundResources Legacy Fund https://resourceslegacyfund.orgPanorama Global https://www.panoramaglobal.org/fundsShark Conservation Fund https://www.sharkconservationfund.org Vanguard https://www.vanguardcharitable.orgArticle by Drew Lindsay https://www.philanthropy.com/article/a-short-history-of-the-fast-and-furious-rise-of-dafsArticle by Helen Flanery https://inequality.org/great-divide/top-public-charitiesIf you enjoyed this episode, listen to these as well: https://www.doyourgood.com/blog/146-measuring-effectiveness-of-relationships-between-grantees-donorshttps://www.doyourgood.com/blog/46-tim-millerhttps://www.doyourgood.com/blog/144-how-to-measure-success-in-philanthropy Crack the Code: Sybil's Successful Guide to Philanthropy Become even better at what you do as Sybil teaches you the strategies as well as the tools you'll need to avoid mistakes and make a career out of philanthropy.Sybil offers resources that include special free short video mini-courses, templates, and key checklists, and words of advice summarized in easy-to-view PDFs. Check out Sybil's website with all the latest opportunities to learn from Sybil athttps://www.doyourgood.com Connect with Do Your Good https://www.facebook.com/doyourgood https://www.instagram.com/doyourgood Would you like to talk with Sybil directly? Send in your inquiries through her website https://www.doyourgood.com/ or you can email her directly at sybil@doyourgood.com!

According to the National Philanthropic Trust, total donor-advised fund (DAF) contributions grew 48.4% between 2020–2021, from $9.7 billion to a whopping $14.56 billion. Are DAFs part of your fundraising strategy? In this episode of the Go Beyond Fundraising Podcast, we talk with Vicky Kelberer of Vanguard Charitable about why DAFs are the fastest-growing giving vehicle in the U.S. — especially for millennials and Gen Z. We're digging into why donors choose DAFs and sharing 6 easy ways your organization can start promoting and accepting this type of gift.

In the second in our mini-series, Jessica Scheps, Associate in the Private Tax and Wealth Planning team, and member of the Women in Wealth group, spoke with Rebecca McMurray, Director of Development at the National Philanthropic Trust. NPT UK is an independent charity that provides donor-advised funds to donors in the UK and those around the world who wish to base their philanthropy from the UK. They offer giving vehicles and expertise to philanthropists, family offices, and wealth managers from one of the world's leading financial centres.In the podcast they discuss what is Philanthropy, how are women leading in the philanthropic giving and what have been the generational shift in charitable giving.

Tackling climate change can't be left to companies and governments. The nonprofit sector plays a crucial role in everything from research, education, conservation, helping communities cope with climate impacts and much more. There's literally tens of thousands of environmental nonprofits, and almost all depend on philanthropy to do the vital work they do. And yet, only a tiny fraction of global giving goes to climate. That's part of why Patagonia founder Yvon Chouinard set up an ambitious program called 1% for the Planet. The idea is simple really - companies donate 1% of their revenue to environmental nonprofits. Currently, over 5,000 companies have signed on. Today's episode focused on an innovative new initiative that aims to significantly grow 1% for the Planet's fundraising. The Planet Impact Fund is a partnership between 1% for the Planet, the National Philanthropic Trust and impact investing enabler CapShift that leverages potential of investment returns to increase philanthropic support. I was joined by Kate Williams, CEO of 1% for the Planet, and Jesse Simmons, a Managing Director at CapShift. Through our conversation, I learned a lot about climate philanthropy, impact investing, donor advised funds, and the importance of innovative partnerships that unlock more capital for climate. Hope you enjoy. In today's episode, we cover:[3:51] What is 1% for the Planet & the problem they're aiming to tackle[5:16] How much capital is going into climate philanthropy[11:11] What is CapShift & the problem they're aiming to tackle[12:30] CapShift's traction & the amount of investments that they're facilitating[13:41] The Planet Impact Fund: A Partnership between 1% for the Planet & CapShift[19:06] The donors & investors that the Planet Impact Fund is intended for[22:13] The rise of intergenerational wealth transfer[24:47] How investments are selected for the Planet Impact Fund[26:17] How today's investments are faring[28:23] Nonprofit partners in Planet Impact Fund's network[31:47] The opportunity to create a Donor Advised Fund (DAF)[33:35] Addressing the criticism around DAFs[36:17] Other ambitious partnerships around climate[40:06] Learning across public-private partnerships[42:31] Tips for anyone considering climate philanthropy & investingResources & People MentionedThe Planet Impact Fund1% for the PlanetCapShift1% for the Planet Network DirectoryProject DrawdownUN Sustainable Development GoalsConnect with Kate Williams & Jesse SimmonsConnect with

What you'll learn in this podcast episode How are boards of directors of major companies coping in 2022 with the increasing expectations from so many stakeholders? How can directors equip themselves to meet oversight challenges and ensure that their companies do business in the right way? In this episode of the Principled Podcast, guest host Dr. Marsha Ershaghi Hames explores the critical role of boards in shaping ethical corporate culture with Diana Sands, an accomplished corporate leader who currently sits on the boards of SP Plus Corporation and PDC Energy. Listen in as the two discuss the evolving responsibilities and tools for today's boards, including guidance from the latest report from LRN and Tapestry Networks: Assessing Corporate Culture: A Practical Guide to Improving Board Oversight.   Principled Podcast Show Notes [2:15] – Diana Sand's background and its impact on her board roles. [8:07] - The push for board culture refreshment and ESG priorities. [12:06] - Thoughts on changing attitudes toward board culture. [15:37] – Board needs for transparency, accountability, and communication. [18:34] - Navigating structural impediments and the Assessing Corporate Culture report.   Featured guest: Diana Sands Diana Sands brings over 30 years of business experience to her board and advisory roles having held senior executive finance and governance positions across multiple industries. Diana currently serves on the boards of SP+ (Nasdaq: SP), PDC Energy, Inc. (Nasdaq: PDCE), and National Philanthropic Trust (the largest independent provider of donor-advised funds). She is the Board Chair for Start Early, a non-profit champion for quality early learning. She is also an advisor to New Vista Acquisition Corp. and to Ethisphere (a global leader in defining and advancing the standards of ethical business practices). Diana retired from The Boeing Company in 2020 where she was an executive officer and Senior Vice President, at the Office of Internal Governance and Administration. Reporting to the CEO and to the audit committee, Diana oversaw a diverse team including ethics & investigations, compliance risk management, internal audit, security, and internal services. Previously, Diana held senior finance roles at Boeing including corporate controller where she signed and oversaw the development of the company's financial statements, and head of investor relations where she was the primary management liaison with investors and industry analysts. She also led financial planning & analysis and worked in corporate treasury. Prior experiences include leading financial planning & reporting for General Motors Corporation and working at several companies in audit and product line finance positions. Diana has an MBA from Northwestern's Kellogg School of Management, and a BBA from the University of Michigan Ross Business School.   Featured Host: Dr. Marsha Ershaghi Hames Dr. Marsha Ershaghi Hames is a partner with Tapestry Networks and a leader of our corporate governance practice. She advises non-executive directors, C-suite executives, and in-house counsel on issues related to governance, culture transformation, board leadership, and stakeholder engagement. Prior to joining Tapestry, Marsha was a managing director of strategy and development at LRN, Inc. a global governance, risk and compliance firm. She specialized in the alignment of leaders and organizations for effective corporate governance and organizational culture transformation. Her view is that compliance is no longer merely a legal matter but a strategic and reputational priority.  Marsha has been interviewed and cited by the media including CNBC, CNN, Ethisphere, HR Magazine, Compliance Week, The FCPA Report, Entrepreneur.com, Chief Learning Officer, ATD Talent & Development, Corporate Counsel Magazine, the Society of Corporate Compliance and Ethics and more. She hosted the Principled Podcast, profiling the stories of some of the top transformational leaders in business. Marsha serves as an expert fellow on USC's Neely Center for Ethical Leadership and Decision Making and on the advisory boards of LMH Strategies, Inc. an integrative supply chain advisory firm and Compliance.ai, a regulatory change management firm. Marsha holds an Ed.D. and MA from Pepperdine University. Her research was on the role of ethical leadership as an enabler of organizational culture change. Her BA is from the University of Southern California. She is a certified compliance and ethics professional.   Principled Podcast Transcript Intro: Welcome to the Principled Podcast brought to you by LRN. The Principled Podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership, and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers. Marsha Ershaghi Hames: How are boards of directors of major companies coping in 2022 with the increasing expectations from so many stakeholders? How are boards equipping themselves to meet the challenges of overseeing organizations? And how can directors ensure that their companies are doing the right things and doing business in the right way? Hello, and welcome to another episode of LRN's Principled Podcast, where we continue our conversations about the critical role of boards in shaping ethical corporate culture. I'm your guest host Marsha Ershaghi Hames, a partner at Tapestry Networks. And today, I'm joined by Diana Sands, an accomplished corporate leader who currently sits on the boards of SP Plus Corporation and PDC Energy. Today, we're going to talk about the evolving responsibilities of today's boards, many of which are outlined in the newest report, Assessing Corporate Culture, a report from LRN and Tapestry Networks. Diana, thank you so much for coming on the Principled Podcast. Diana Sands: Thank you, Marsha. It's great to be here. Marsha Ershaghi Hames: Let's kick off. Diana, you had an accomplished career, retiring as an executive officer and senior vice president in the office of internal governance and administration at the Boeing Company. And you have now turned to service on corporate boards. Your career has spanned a variety of leadership roles across multiple industries and disciplines. Maybe for our listeners, we can kick off by hearing more about, just tell us about your background and career and how this has informed your approach to serving as a director. Diana Sands: Sure. And thank you again, Marsha, for having me. As you noted, across 30-plus years, I worked in various industries, including professional services, consumer products, and industrials, mostly in finance roles. I held several finance leadership positions, including corporate controller at Boeing. And my last role, as you alluded to, before I retired, was reporting to the CEO and the audit committee in a chief administration and chief ethics and compliance role. As you also mentioned, I currently serve on both public company and nonprofit boards. Marsha Ershaghi Hames: How has this experience started to really shape or inform your approach to serving as a director? Diana Sands: You know, Marsha, I think the breadth of my experience is mainly what shapes me as a director. I've been part of a lot of different business opportunities and challenges. And with that, I tend to think pretty holistically, whether it's assessing an opportunity starting with a strategy all the way to how it can be practically executed, or dealing with a particular challenge, which often means quickly yet systematically gathering facts, evaluating options, and then taking actions. I do believe that the best way to leverage experiences is not to automatically duplicate what one has done in the past. In fact, I don't really love hearing a director simply stating, "This is what we used to do at XYZ Company." I think the greater value from past experiences is a director's ability, because of those experiences, to quickly absorb an existing situation and think through the possible outcomes. And that's the approach I tend to try to take in the boardroom. Marsha Ershaghi Hames: We're going to dive into some of how you're transferring some of your unique background as a compliance and ethics officer into the boardroom. But first, I want to take a step back. I mean, when I look across 30 years, across all the sectors that you have developed your career in, you were probably or likely one of the few women executives in these fields. I'm just curious, as you look back, were there any mentors or, I'll use the term sponsors, that sort of provided more guidance, influence, coaching through developing your career journey? Diana Sands: Yeah, definitely. And I think you're right. I was often the only female and/or minority in rooms during my career. I do think the good news is that it's changing, albeit maybe slowly, but it's changing across all sectors. But having said that, mentors are definitely important, and I had several great ones. Most of them, by the way, were white males because that's who I was primarily working with. But I remember one very early in my public accounting career, a manager who showed me tough love as he reviewed my work papers. He was really hard on me and my work, but it was formative in the way I think today. In fact, that holistic approach I mentioned earlier is in large part thanks to this person who taught me early on to always think about that bigger picture. And then later in my career, another mentor, one of the CEOs I worked closely with, pushed me to aspire for more than I might have otherwise. He's the one who coached, or maybe coaxed is the better word. He coaxed me to take on some roles that went beyond my comfort zone. But ultimately, those were the roles that enabled me to ascend to the C-suite, which also was critical in getting my current board positions. Those are a couple mentors, I've had several, but I think the common thread across all my mentors is that they not only took an interest in me, but they really pushed me to be better, to stretch, and to be uncomfortable. I think that's important to advance in a career and in life, I think. Marsha Ershaghi Hames: No, it's so true. Let's continue down this path. You do bring a unique background to the board as a former compliance and ethics officer. It's not a typical skill set that we see serving today on the other side of the table. Tell me a little bit about how that maybe shaped or influenced landing your first board seat and how the lens in which you look at information or assess decisions is impacted by this background. Diana Sands: Yeah. You know, I think that's absolutely right, Marsha. In fact, my board roles were obtained not so much because of my ethics and compliance experience, but because of my finance background. They were boards that were specifically looking for a financial expert, which I can be deemed as one, because public boards, as you know, need some number of financial experts. But interestingly, I find that when I contribute in the boardroom today, it's more often from my broader governance and ethics and compliance experience. I'll often ask questions about how things get done at the company, which alludes to culture, gets at culture, not just what gets done. Monitoring risk management is a key responsibility of boards. And again, I find my broader governance experience helpful in those discussions. Marsha Ershaghi Hames: Talking a little bit about your broader, bigger picture experience around governance, excuse me, there have been a lot of conversations about the need to change the chemistry in the room, the culture of the board. And board refreshment is kind of at the top priority of this dialogue. So, composition, what are the skills we need in the room to support some of these governance practices? What are you seeing from your vantage point? Are things changing? Are boards more open today to soliciting and considering other types of skills and backgrounds for board seats? Diana Sands: Definitely, yes. I think board refreshment is an important topic in many boardrooms these days. In fact, all of my boards, not just the public boards, but my nonprofit boards as well, have been talking about board composition and board refreshment. I think they're all looking for diversity. I do think companies and boards are beginning to look now for individuals who have broader experiences than just those who have been a CEO, CFO, or operating leader, which I think is what was very common years ago as boards were trying to fill their boardrooms. There are certain experiences like cybersecurity and ESG, for example, which are experiences much more being sought after today in boardrooms. Marsha Ershaghi Hames: Yeah, no, and I mean, it takes us to the next segment I wanted to dive deeper into with ESG priorities right now. There's one thing to draw on outside experts, but it's another thing to be able to interpret data, really try to develop the linkages, ensure that conversations with the right folks in management are clear on advancing, but with the focus on climate risk and people-talent issues, and cyber and technology. I mean, how are some of your boards thinking or approaching thinking differently around oversight of these issues and the types of skills that you need in the room? Diana Sands: Yeah, indeed. All those topics you mentioned are really relevant in the boardroom today, especially as regulatory bodies are considering what additional reporting requirements may be required in these areas. I think having board members who have practical experience, by the way, in these areas, cyber, climate, technology, is really helpful and almost becoming necessary, especially if their experience is recent because many of these areas are so rapidly evolving. Even talent management is different than it was a couple decades ago. The workforce today can span multiple generations. It's more technologically savvy and more diverse than ever. So having board members who are in touch with today's environment is important, which I think is driving a lot of refreshment activities.     I would also go back to something I said earlier. I think that it's important that directors don't immediately rely on the way they did things years ago. Oversight of these evolving issues requires being on top of how they're evolving. So to your point, leveraging expertise within the company with external consultants, advisors as needed, and listening to those board members with these recent experiences, I think is critical. And then of course, ensuring that these topics are given the appropriate time in the boardroom is also important, which I'm certainly seeing in all of my boards. Marsha Ershaghi Hames: So you're seeing a shift more so, because it seems like almost every committee is becoming an ESG committee. So, how do you keep this focus? Diana Sands: You know, it's funny because one of my companies, sometimes one of the board members will mention, "Wow, we're actually talking about an operational issue today." And this company's pretty well run. Because so much time we're spending now on these topics, because of everything we've just been talking about, it is getting more time and attention in boardrooms. And to your point, you're right. I think boards are also trying to figure out how to make sure that there's some deliberate discussions around them, and more and more ESG-type committees are being created. But there's no doubt, more focus in these areas today than there were in years past. Marsha Ershaghi Hames: Yeah, yeah. Well, let's go back to a comment you also made about the tone or the theme of, well, this is how we used to do things. That lends me to a question more on board culture. It is always more comfortable to lean on the levers of the past. It's consistent, it's what we know. As I've certainly spoken to a number of newer directors or directors that are occupying newer seats, I've heard varying input on, do they feel as comfortable voicing or asking unpopular questions or challenging the status quo.     I'm sort of curious from your vantage point and your current experience, do you see any type of shift or shift in momentum around assessing board culture, boards being a little bit more cognizant of, we need to assess our culture of how we discuss, debate, challenge things. What are some of the changes that you're seeing, if any? Diana Sands: Yeah, I do think, Marsha, that culture in all organizations is becoming much more important to examine, and more organizations are doing so. Some of that, I think, it's unfortunately because of the terrible events in recent years related to racial inequities. But I'm also hoping some of it is because it's simply just becoming clearer to everyone that culture really does drive everything that happens in an organization. And I am finding that boards, again, at least the boards I'm part of, again, both public and nonprofit, have been going through some sort of process to advance its own culture. I think that's really good, in my view.  I will also say that I think there's a bit of kind of personal responsibility in this. I do try to take on personal responsibility to help advance culture in every group I'm part of. I'm talking, these are day-to-day actions, not big initiatives. For example, things I try to do include not being afraid to bring up a different view. You alluded to that, especially if it's a minority view. I'll try to do it respectfully and productively, but I'll make sure, and I'll really deliberately in my head, make sure to express that view. I also try to bring out every voice in the room. I will often ask someone for their thoughts if they've been quiet, and that happens even in boardrooms. There are always some folks who speak more and some who speak less. And finally, I still try to make sure I personally am feeling some discomfort at times, again, something I learned from my mentors. It's one reason the boards I sit on today, Marsha, are part of industries different than what I've worked in in the past. They're learning experiences for me. Also, in a boardroom, and maybe as simple as going over to talk to that person who is most different than I am, the one I have the least in common with. I'll sometimes actually have to force myself to do that because it may be a bit uncomfortable, but I know it will help advance the culture and the dynamic of the group. Yes, I think cultures are shifting in boardrooms. I think each of us should think about what we can personally do to help that journey. Marsha Ershaghi Hames: You've been a part of contributing, and not only to the ethics, culture, and compliance network, but also the Assessing Corporate Culture framework that was recently released. And these insights also came up both in the interviews and in some of the questions that were being developed. One was around the need for greater transparency, a sense of accountability, and better communication or optimization of communication, not only amongst board members, but also between the board and management. A few executives raised, "We want to be able to bring difficult news to the board and be able to have that conversation." Tell me, in your experience, what can this look like? Or how practically, what role can the directors play to create the space to encourage more of this open communication and transparent communication? Diana Sands: First of all, those qualities you mentioned, transparency, communication, accountability, they are really important and they're hallmarks of a strong culture. And there's no question, there's many pieces of data that show these healthier cultures drive better results. I think the board sets the tone in many ways. The board's own culture actually flows down in many ways to what the management team and the company, what they do and they operate. If the board operates in an environment of inclusiveness, of open dialogue and debate, and the management team sees that, and the board engages in that kind of behavior with the management team, that will affect the dynamic where those tougher issues can be brought up and discussed. And it also flows throughout the organization. So I think it's really important. I do think on the topic specifically of raising those difficult issues, it's not easy, but good boards, I think, do create the space for that. I think to start with, the board actually has to, board members themselves need to be willing and wanting to hear those difficult issues. And then the directors actually have to do some work to help pull them out. It's always easy or nice. It's nice for board members, it's nice for everyone to hear good news. But we also have to, I think, proactively be asking, "What's not going well? What is the management team worried about?"   Seek out those tougher issues and be willing to deal with them alongside management. I think that's what board members can do. But I don't think it's necessarily all that easy because it can be hard to hear and it can be hard for management teams to share the tough news. But I think the more the board and the board members make it easier for them, where we listen, we're willing to listen to them, we want to hear them. We may not like what we're hearing, but we need and want to hear them. And we're willing to work with them through those issues. That'll help set the environment for those tougher issues to be brought up and discussed, which is absolutely, we all know, necessary for effective boards to do. Marsha Ershaghi Hames: Another insight that came out of this report that you contributed to was also structural impediments. I know you certainly can draw upon your experience both as a senior executive with oversight of compliance and ethics, and now on the other side of the table, but one of the directors said just the structure of boards can make it difficult for a board to really get a clear picture of culture. I just want to get your perspective on how important or critical is it for the board to hear from other management voices? I mean, typically, boards have looked to CEOs to get an overall understanding or pulse on culture. How important is it to bring other voices in like the compliance officer, ethics officer, or CHRO? Is there an independence opportunity? Is there contextual opportunity? Just love to get your perspective on that. Diana Sands: Oh, totally. And by the way, you've mentioned this report a couple times. I do want to give credit to Tapestry and LRN. You all did an excellent job on this guide. And also frankly, on convening the conversations that led up to this guide being developed. I just want to put that out there, Marsha. I think it was an excellent, it is an excellent product. But yeah, I think it's really important for board members to engage with, certainly, obviously, the CEO and his or her leadership team is often who the board will engage with. And I think that's really important, members of that senior leadership team. But then also going deeper, we've talked about this in some of our conversations, going out and kind of seeing sites where you get a sense, you get a sense. It depends how big the organization is, and it's often you have to keep in mind as we discuss, management teams will put forth their best team, their best people. But you do get a sense when you're out there engaging. So I think engagement by board members with team members is important. I do think having that dialogue with those leaders who I think in many ways are touching and influencing and seeing culture, the company's, every day, whether it's the chief ethics and compliance officer or the chief HR officer, or the chief legal council, depending on how the organization is structured. It is really important for board members to have direct engagement with them as well. I think many boards do, but I think board members need to be really attentive to those engagements because you can pick up a lot, not just from the tactics of what's going on and the results of what's going on at the company, but also you get a lot of indications of culture when you talk with these folks in the company. Marsha Ershaghi Hames: And my final question, Diana, and I appreciate you highlighting the report, but how are you thinking of leveraging some of the guiding points from the report? I mean, you contributed to helping us develop questions that directors can use for reflection and questions that they can certainly explore with management teams. But speaking to your peers, you've got directors listening, how can they use this framework as a roadmap with their peers and management teams? Diana Sands: Yeah, first I want to spread, and I'm going to do this with my context, but I really just hope this guide gets out. It's really great, what you all have done. You've got summary points. If you just want to go on the website and look at some of the summary points and some questions boards can ask. Or you can download the whole guide, which I think is just, like I said, really well done. There are a lot of practical tips there. What I plan to take out of it, I hope others do, there are some questions there that boards can ask. There are examples of how the board can itself set a good example of culture. And it also notes ways we can measure culture with tools that are likely already being used at companies, like surveys, internal audit reports, and employee-related data. I think importantly, when I stepped back and looked at it again, even though I was part of the team that gave you input on putting this together, but when I stepped back and read it again, I think it will help directors, when they look at this guide, realize that many topics already discussed in boardrooms provide an opportunity to delve deeper into culture. For example, DE&I statistics, which are regularly being talked about now, I think, in most company boardrooms, company mission and value statements, hotline reports. These among many others are ways to discuss company culture. Risk management is another one. And in fact, in one of my boards, we had an annual risk management dialogue where all the board and C-suite members had to complete a risk tolerance survey. It was just part of their normal risk management process. But when we talked about it, it was fascinating as we reviewed the results to see the similarities and differences. And we ended up having a great conversation about culture. I think this guide is just a really practical and useful tool for board members to just realize, actually, that in many ways, there are avenues to delve deeper into culture and that obviously, it's really important to do so. Marsha Ershaghi Hames: So true. And I think one of your colleagues on the committee of contributors of this said, "We just have to get the conversation started." Diana Sands: Exactly. Marsha Ershaghi Hames: It's just important to start asking the questions and get the conversation started. But Diana, we're out of time, but there's so many insights that you've shared with our listeners today. Some great nuggets here that we can take away. I want to thank you for creating time and space to share your thoughts and for joining us on this episode. So Diana, thank you. Diana Sands: It's been my pleasure. Thanks, Marsha. Marsha Ershaghi Hames: And to all of our listeners, my name is Marsha Ershaghi Hames, and we appreciate you all for tuning in to this episode of the Principled Podcast by LRN. Outro: We hope you enjoyed this episode. The Principled Podcast is brought to you by LRN. At LRN, our mission is to inspire principled performance in global organizations by helping them foster winning ethical cultures rooted in sustainable values. Please visit us at LRN.com to learn more. And if you enjoyed this episode, subscribe to our podcast on Apple Podcasts, Stitcher, Google Podcasts, or wherever you listen. And don't forget to leave us a review.

Talking with Bithiah Carter, President of New England Blacks and Philanthropy, is always a delight. We have fun, dive deep, and tend to say the things other people are afraid to say outloud.   This conversation was no different. We talk philanthropy – what it was, what it has become, and where it's headed.   What shifts when we democratize philanthropy by returning to a focus on time, ties and talents as well as treasure? Every action becomes an important action and every person may lead from their own seat.   We also talk stories - how understanding the stories of those before us and beside us allow us deeper connections to each other. We don't empower others – we can only give power to ourselves. But when we connect and understand each other, we use our individual powers to raise up the collective.   Philanthropy grounded in love is transformational. And no one believes in the power of love more than Bithiah Carter.     Connect with Anne Roche:   >>> Visit Anne's Website - https://annerochecoaching.com/   >>> Follow Anne on Instagram -  https://www.instagram.com/annerochecoaching/   >>> Connect with Anne on LinkedIn - https://www.linkedin.com/in/annerochecoaching/     Connect with Bithiah Carter:   >>> Connect with Bithiah on LinkedIn - https://www.linkedin.com/in/bithiahcarter/     Resources     New England Blacks in Philanthropy: http://www.nebip.org/   Caste by Isabel Wilkerson https://www.isabelwilkerson.com/   Horizontal Philanthropy: https://www.alliancemagazine.org/analysis/horizontal-philanthropy-a-right-angle-on-community-philanthropy/     National Philanthropic Trust: https://www.nptrust.org/             History of Giving: https://www.historyofgiving.org/   Harambee             - https://en.wikipedia.org/wiki/Harambee               - https://www.bbc.com/travel/article/20201004-harambee-the-kenyan-word-that-birthed-a-nation   Giving Black Hampton Roads: https://hamptonroadscf.org/leadership-initiatives/diversity-equity-and-inclusion/giving-black-hampton-roads   1619 Project: https://www.nytimes.com/interactive/2019/08/14/magazine/1619-america-slavery.html   Combined Jewish Philanthropies: https://www.cjp.org/about-us   W.K. Kellogg Foundation: https://www.wkkf.org/   https://taylorbranch.com/   The Crown Act: https://www.thecrownact.com/

After Black Friday, Small Business Saturday and Cyber Monday, why Giving Tuesday is so important with the CEO of the National Philanthropic Trust (at 15:42) --- To help make the journey to wellness a little less daunting, the new Steady Path Stabilization Center will offer an array of services to those with mental health issues and other disorders (at 24:32) --- Between the hustle and bustle of the holidays, and effects of the winter weather... we have wellness tips to help you stay safe, fit and healthy all season (at 34:29) --- What's Happening: Bundle up, grab your mittens and get outdoors... December has much to discover with the Hancock Park District (at 52:42)

Donor-advised funds (DAF) in 2019 continued their meteoric growth over the past decade and in the first half of 2020 -- amidst the coronavirus pandemic -- grantmaking by DAFs increased by almost 30 percent. The 2020 Donor-Advised Fund Report is the most comprehensive data on donor-advised funds (DAFs) in the United States. The latest report, covering the 2019 fiscal year, showed a continued decade of growth across the board, exceeding $25 billion in grants for the first time. Eileen Heisman, president and CEO of the National Philanthropic Trust in Jenkintown, Pa., joins this episode to discuss the 2020 Donor-Advised Fund Report and the Donor-Advised Fund COVID Grantmaking Survey. Published each year since 2006, the latest DAF report showed: Contributions up 7.5 percent to almost $39 billion; Value of grants up 15.4 percent to $27.37 billion; Assets up 16.2 percent to almost $142 billion; and, Number of accounts up 19.4 percent to 873,228. In the past 10 years, the number of DAF accounts grew almost 300 percent while the value of DAF accounts averaged $162,556, a decrease of 2.7%. The Donor-Advised Fund Report does not cover 2020. For that, we discuss NP Trust's Donor-Advised Fund COVID Grantmaking Survey. It is the first sector-wide review of grantmaking from DAFs to charities in response to COVID-19, using self-reported data by 13 DAF sponsors at the end of 2020. Collectively, this group represents almost 50 percent of total DAF charitable grant dollars annually and includes national charities and community foundation DAF sponsors. The survey shows that grantmaking to qualified charities increased by almost 30 percent during the first six months of 2020, to more than $8.3 billion. Every subsector but arts and culture -- down 9 percent -- saw a substantial increase in the value of DAF grants during the first six months of 2020. During a discussion about DAF payout rates [20:12], Heisman refers to a paper by Dan Heist and Danielle Vance-McMullen that was featured on a previous episode of Fresh Research. --- Send in a voice message: https://anchor.fm/nonprofittimes/message

Eileen Heisman, President and CEO of National Philanthropic Trust, shared the story behind her title with us on Sunday, August 16, 2020.Eileen is a nationally recognized expert on charitable and planned giving. Ms. Heisman has been interviewed about philanthropy and donor-advised funds on CNBC, PBS, NPR, CNN International and Bloomberg TV, and by nearly every national newspaper and major trade publication, including the Wall Street Journal, New York Times, Washington Post, Bloomberg, CBS MarketWatch, Financial Advisor, and Investment News. She has been named seven times by NonProfit Times as one of their Power and Influence Top 50, an annual listing of the 50 most influential executives in the philanthropic sector, most recently in 2020. SUE SAYSListening to Eileen talk about her work in the world of Philanthropy was so refreshing. Eileen's passion for leading a global organization that's sole purpose is to guide and manage the giving of Donors is an incredible inspiration. Having grown up with little means herself, it is obvious that she carries the empathy necessary to lead NPT!Support this podcast at — https://redcircle.com/women-to-watch-r/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Eileen Heisman, President and CEO of National Philanthropic Trust, shared the story behind her title with us on Sunday, August 16, 2020.

Of the many surprising things that data tells us about the COVID-19 pandemic, one is surprisingly positive. Despite how devastated our economy is, generosity - especially charitable giving - is apparently adapting in surprisingly positive ways. Laura’s guest, Eileen Heisman, President and CEO of National Philanthropic Trust, tells us what we can do to maximize our own generous impulses, while sharing her own brand of insight, inspiration and wisdom. Learn more at www.nptrust.org. Originally aired with Host Laura Zarrow on July 30, 2020 on SiriusXM's Business Radio, Channel 132. See acast.com/privacy for privacy and opt-out information.

The following is a conversation between Eileen Heisman, President and CEO of the National Philanthropic Trust, and Denver Frederick, the host of the Business of Giving. In this interview, Eileen Heisman, President and CEO of the National Philanthropic Trust, shares the following: • Double the amount in April over last year • Donors also giving to help support their favorite charity • Community Foundations and DAFs

It's not often that you meet someone who is truly a center of influence, a powerbroker, and a pioneer in their industry. Kelly Williams is that individual. TOPICS At 8 years old, she wrote her first contract with her mom...for a lunchbox The “Teflon Associate” and working in Japan doing project finance How focusing on the hard work that others didn't want to led to co-founding the Customized Fund Investment Group (CFIG), which managed $30B+ for clients Founding PEWIN, the largest global network of senior women in private equity with over 700 members BIO Kelly Williams is the Founding Chair and Co-CEO of the Private Equity Women Investor Network (PEWIN). Ms. Williams was a founder of the Customized Fund Investment Group (CFIG) at Prudential Insurance Company in 1999. CFIG was a market leader in providing customized solutions in private equity, real estate and infrastructure, with more than $30 billion managed on behalf of clients. The business was moved to DLJ in 2000 (subsequently acquired by Credit Suisse AG) and Ms. Williams served as its Managing Director and Group Head until 2014, when the business was sold to GCM Grosvenor. At GCM Grosvenor she served as President of Private Markets until June of 2015, and a Senior Advisor from 2015 to 2019. Prior to the founding of CFIG, she was an Executive Director with Prudential's private equity group, where she specialized in product development. Prior to joining Prudential in 1993, Ms. Williams was an associate with Milbank, Tweed, Hadley & McCloy specializing in project finance. Ms. Williams is a member of the board of the Robert Toigo Foundation, the Olana Partnership, and the National Philanthropic Trust and is the founding board chair of the Private Equity Women Investor Network. She serves as President of the Board of the Nantucket Historical Association. She also serves on the board of trustees and executive committees of Union College and the NY School of Interior Design. She is the Vice Chair of the Board of Commissioners of the Smithsonian American Art Museum. She is an investment committee member of Alfred P. Sloan Foundation. She also serves as the chair of the Limited Partner Advisory Council to the Sponsors for Educational Opportunity. Ms. Williams was appointed in 2015 to the Board of Directors of The Greenbrier Companies (GBX). Ms. Williams has received many awards throughout her career in the financial services industry and was recognized by the National Organization for Women in 2012 with its Women of Power and Influence Award and was named in 2011, 2012, 2013 and 2014 as one of The Most Powerful Women in Finance by American Banker Magazine. She graduated magna cum laude from Union College in 1986 and received her Juris Doctor from New York University School of Law in 1989.

The CSIS Energy Security and Climate Change Program, with input and support from the U.S. Department of Energy Office of Technology Transitions and Chief Commercialization Officer, is pleased to launch the Energy Innovation Series.  Energy Innovation is a six-part discussion series focusing on specific categories of energy technology and aims to foster greater understanding of―and support for―the role of innovation in the energy sysytem.  The series will investigate the innovation priorities of the U.S. Department of Energy and the National Laboratory Complex against the broader ecosystem, both domestic and international, for advancing a portfolio of solutions.  Innovation in Storage and Battery Technologies, the first discussion in this series, will focus on innovation in the energy storage, including batteries for electric vehicles and for grid storage.  Under Secretary of Energy for Science Paul Dabbar will open the session with a keynote address.  The presentation will be followed by speakers from the national lab system, academia, and the private sector, who will present their work and discuss innovation in storage technologies and energy storage’s route from the laboratory to the market. More speakers to be announced.   This event is made possible by support from Clearpath and Energy Innovation Fund at National Philanthropic Trust

The National Philanthropic Trust calls donor-advised funds the most popular method of charitable giving—nearly a half-million accounts hold $110 billion in assets. Now a court fight between a wealthy family and a fund to which they donated stock may offer a look into how these funds work. Universities and community foundations run their own charitable funds, but big-name investment managers like JP Morgan, Vanguard, and Fidelity operate them, too. They often convert complex donations—art, stock, or cryptocurrency, for example—into cash that can be given to charities over a period of years, often with tax advantages. The Fairbairns sued Fidelity Charitable, saying the fund violated contract law by promising a sophisticated liquidation and then selling their donated stock too quickly. That caused the value of the stock to plunge, lowering the value of their $100 million donation and the tax deduction they had hoped to receive along with it. Ohio State University professor Brian Mittendorf has been researching donor-advised funds. He spoke with Bloomberg Tax reporter Aysha Bagchi about the Fairbairn case and the tax and policy ramifications of these funds. Listen and subscribe to Talking Tax from your mobile device: Via Apple Podcasts | Via Stitcher | Via Overcast | Via Spotify  

Benito Cachinero-Sánchez, based in New York City, is an active member of Egon Zehnder’s Leadership Solutions and Human Resources Practice Groups. He is a valued advisor to clients on senior executive succession strategies, including CEO succession, talent assessment and pipelining, and management of large-scale organizational change. Benito draws on business experience across multiple sectors (industrial, services, healthcare and technology) and an excellent track record in translating business imperatives into effective talent and organizational strategies.Prior to joining Egon Zehnder, Benito served as the Chief Human Resources Officer at DuPont after holding the same role at Automatic Data Processing (ADP), leading complex CEO succession processes at both enterprises. Previously, Benito was the VP of Human Resources for Johnson & Johnson’s Medical Devices & Diagnostics Group. Earlier in his career, Benito was the Corporate HR Vice President for Mergers, Acquisitions and Divestitures at Lucent Technologies. In 2016 Benito was also elected as a Fellow of the National Academy of Human Resources.Born in Málaga, Spain, Benito earned a BA in Political Science and Sociology from Universidad Complutense in Madrid, an MA in Demography and a second MA in Sociology from the University of Pennsylvania, and an MBA from IESE in Madrid. He serves on the boards of Library of America (a nonprofit publisher of America’s greatest writings), the Free Library of Philadelphia Foundation, and WHYY, the leading public media organization in the Philadelphia region. He is also a Trustee of the Board of National Philanthropic Trust, a public charity that is the largest independent provider of donor-advised funds.Learn more about Egon Zehnder:https://www.egonzehnder.com/ See acast.com/privacy for privacy and opt-out information.

Benito Cachinero-Sánchez, based in New York City, is an active member of Egon Zehnder’s Leadership Solutions and Human Resources Practice Groups. He is a valued advisor to clients on senior executive succession strategies, including CEO succession, talent assessment and pipelining, and management of large-scale organizational change. Benito draws on business experience across multiple sectors (industrial, services, healthcare and technology) and an excellent track record in translating business imperatives into effective talent and organizational strategies.Prior to joining Egon Zehnder, Benito served as the Chief Human Resources Officer at DuPont after holding the same role at Automatic Data Processing (ADP), leading complex CEO succession processes at both enterprises. Previously, Benito was the VP of Human Resources for Johnson & Johnson’s Medical Devices & Diagnostics Group. Earlier in his career, Benito was the Corporate HR Vice President for Mergers, Acquisitions and Divestitures at Lucent Technologies. In 2016 Benito was also elected as a Fellow of the National Academy of Human Resources.Born in Málaga, Spain, Benito earned a BA in Political Science and Sociology from Universidad Complutense in Madrid, an MA in Demography and a second MA in Sociology from the University of Pennsylvania, and an MBA from IESE in Madrid. He serves on the boards of Library of America (a nonprofit publisher of America’s greatest writings), the Free Library of Philadelphia Foundation, and WHYY, the leading public media organization in the Philadelphia region. He is also a Trustee of the Board of National Philanthropic Trust, a public charity that is the largest independent provider of donor-advised funds.Learn more about Egon Zehnder:https://www.egonzehnder.com/ See acast.com/privacy for privacy and opt-out information.

Eileen Heisman is President and CEO of National Philanthropic Trust, and a recognized expert on charitable giving. Eileen has a few tips about this for us--to include taking the $$ we earmark for charity, and donating a larger sum to fewer organizations. Eileen shares about work life balance and finding the work that brings us fulfillment. www.nptrust.org

Jason interviews Eileen Heisman, CEO of National Philanthropic Trust. Eileen is a 30 year charitable giving and planning expert, and is the CEO of National Philanthropic Trust, the largest independent donor advised fund administrator. She has been named to the Non Profit Time's Power & Influence list multiple times and is a lecturer at University of Pennsylvania. Founded in 1996, NPT is the largest, independent Donor-Advised Fund sponsor and has raised $7.6 billion in charitable contributions. Based in the metro Philadelphia area NPT currently manages $4.2 billion in charitable assets and has made more than 160,000 grants totaling $3.9 billion to charities around the world. To learn more please visit: NPTrust.org

Eileen Weisman, President and CEO of the National Philanthropic Trust, talks with Laura Zarrow about how she rose into this uniquely impactful role, the surprising things she’s learned about leadership and organizations, and the professional arena of philanthropy.Originally aired with Host Laura Zarrow on May 24, 2017 on SiriusXM's Business Radio Powered by The Wharton School, Channel 132 See acast.com/privacy for privacy and opt-out information.

Do you give money to charity? You’re not alone. In fact, the National Philanthropic Trust and the Center on Philanthropy at Indiana University found that 88% of all American households give to charity. And, the average annual gift to charity is over $2,200 per family. We are a nation of givers, and giving is an important step in our own … Read more about this episode...

CSC President and CEO Kim Thiboldeaux is joined by three expert panelists for a discussion about the challenges faced by Latino families when a loved one is diagnosed with cancer. Gloria Elliott of Nueva Vida, Inc., Migdalia Torres of Gilda's Club NYC, and Jeanette Albarran of Gilda's Club Chicago provide commentary on resources available for this demographic nationwide, including a new book from the Cancer Support Community and Nueva Vida, Inc., Frankly Speaking About Cancer: De Cuidador a Cuidador (From Caregiver to Caregiver). The book, developed with generous support from The Breast Cancer Fund of National Philanthropic Trust, is a Spanish-language publication written for caregivers of women with breast cancer. Tune-in for additional details!

CSC President and CEO Kim Thiboldeaux is joined by three expert panelists for a discussion about the challenges faced by Latino families when a loved one is diagnosed with cancer. Gloria Elliott of Nueva Vida, Inc., Migdalia Torres of Gilda's Club NYC, and Jeanette Albarran of Gilda's Club Chicago provide commentary on resources available for this demographic nationwide, including a new book from the Cancer Support Community and Nueva Vida, Inc., Frankly Speaking About Cancer: De Cuidador a Cuidador (From Caregiver to Caregiver). The book, developed with generous support from The Breast Cancer Fund of National Philanthropic Trust, is a Spanish-language publication written for caregivers of women with breast cancer. Tune-in for additional details!

A May 2007 survey conducted by The Wellness Community (TWC) and KRC Research revealed that 80% of loved ones and friends who support those in cancer treatment reported experiencing regular stress and anxiety and 29% reported being treated for depression during their caregiving experience. What can be done to ease the burden and support the emotional needs of these key providers? Guests on this topic will include Eileen Heisman, President & CEO of National Philanthropic Trust; and Andrea Roschke, caregiver and participant at The Wellness Community-Valley/Ventura.