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| Creating Focus |
| Short Term Consulting |
| On-Going Consulting |
| Family Meetings |
| Speeches |
| Research |
| Identification of Advisors |
| Grantmaking Expertise |
| Choosing a Charitable Instrument |
| Family Office Consulting |
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| Known nationally for her work in philanthropy, Mally Cox-Chapman takes an individual approach to advising clients. |
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Professional Development for Trustees and Staff
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A Benefactory workshop is not about budgets and fiduciary responsibility; it is about values. Speaking of money is the last taboo in our culture, a topic more intimate than talking about sex. Finding safe ways to talk about what your leadership does and does not care about financially can release tremendous new energy to benefit the organization they serve. Typically, an organization’s board will meet for a half-day retreat or a dinner meeting to write a money autobiography, work in small groups, and listen to an interview of one of the most philanthropic among them about what motivates his or her particular generosity. The workshop is designed to ask the question of the group:
- Who are we as a philanthropic community?
- What is our relationship to our resources?
- Are our personal values helping or hindering making good decisions for the organization?
An organization might bring in Benefactory before the launch of a capital campaign, to energize a drowsy board, or to get clear on next steps.
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The vestry of a rich, conservative, and prominent church in the Mid-Atlantic States was restless about its attitude towards their resources, and brought in a Benefactory advisor to help them clarify their goals. During a clarification exercise, vestry members were asked to imagine that a million dollars of “miracle money” had come in the mail. Did they want to put it in the endowment to keep the church steady in the winds of the future, or did they want to dedicate it to community outreach in innovative ways that hadn’t even been dreamt of yet? To the surprise of them all, 19 out of 20 walked to the outreach side of the room. As a result, they voted to double their outreach budget from $170,000 to $350,000 over the next three years. It was a major policy shift that occurred simply because the right questions were asked.
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