corporate citizenship & philanthropyphilanthropy. “but the sobering reality is that many...

Corporate Citizenship & Philanthropy

November 28, 2011 • An Advertising Supplement to the Los Angeles Business Journal

This special advertising supplement did not involve the reporting or editing staff of the Los Angeles Business Journal

Sponsored by:

20 AN ADVERTISING SUPPLEMENT TO THE LOS ANGELES BUSINESS JOURNAL NOVEMBER 28, 2011

I like to believe that the vast majority of us strive to be good citizens – both in our personal lives and our business lives. A huge part of that is simply, “doing the right thing” – and giving something

back to the community you serve and are a part of. The mentors and role models I have personally had the benefit to have in my life were strong advocates of this. And that has left a lasting impression on me and my family.

Depending on what you are focused on, “community” can be viewed as local, regional, national or global in scope, but whoever you and your organization feel a bond of compassion for, being engaged with and making a commitment to support some non-profit or charitable organization (whether it’s good for business or not) is essential. At the end of the day it all boils down to the fact that phi-lanthropy is a key ingredient for success.

Los Angeles is a city built upon uniquely generous relationships between the philanthropists or giving corporations and the charitable organizations with which they have chosen to partner. It’s without a doubt one of the aspects of our society here that makes us great. Unfortunately, with a struggling economy comes a time of hardship for those organizations that do so much to help our communities thrive and supply aid to these in need on a multitude of levels.

That’s what this supplemental section of the Los Angeles Busi-ness Journal is all about. We’re here to urge you to reengage with a non-profit that is meaningful to you, your family and/or your place of work. I can tell you first hand that you’ll find few acts more rewarding.

With the pages in this volume, our annual Philanthropy Guide, we hope to inspire entrepreneurs – currently in the throes of grow-ing their businesses – to be aware of the needs of their community. We’re also here to acknowledge those extraordinary corporations and foundations that have steadied the course despite a challenging economic time, and made good on their commitments to their non-profit partners.

We hope these pages serve to remind you of the need that is out there while providing you with a resource to aid in the quest for part-nering with the right organization.

Thanks are due to our sponsors who made this volume possible. And many thanks to you, our readers who have taken the time to consider your community. May we all – as citizens of this great region and as corporate decision makers – once again “do the right thing.”

Letter From the Publisher

Matthew ToledoPresident, Publisher

$1,000,000+Anonymous

Mr. and Mrs. Andrew J. C. Cherng

Thomas A. and Bea M. Hollfelder

Ms. Betty Mayo

Lee and Mickey Segal

Trust of Willis K. Simonton

Methodist Hospital Physicians

Methodist Hospital Employees

$500,000 - $999,999Michael S. Agron MD

The Ahmanson Foundation

Kathleen M. Ellison Living Trust

The Lilah and Roger Stangeland

Foundation

$250,000 - $499,999Arcadia Radiology Medical

Group

The Charles E. and Ruth V. Gilb

Foundation

John and Esther Govorchin

Mr. and Mrs. Richard T. Hale, Jr.

Jim and Geneva Hilliard

Yungtai Hsu

Chang-Huan (C.H.), Haily Hsueh

and Family

Weingart Foundation

$100,000 - $249,999Anonymous

Auxiliary of Methodist Hospital

Berger Bros., Inc.

Brad and Nancy Berger

Mr. and Mrs. Michael C. Berger

Mrs. Paul Francis Berger

Mr. and Mrs. Peter W. Berger

Mr. and Mrs. Edward

Butterworth

Forest Lawn Foundation

Ms. Angela Y. Fu

Mr. and Mrs. Michael G. Hoover

Dennis and Carolyn Lee

Panda Restaurant Group

Associates

Dr. and Mrs. Joel A. Streng

Dr. Richard Sun and Ivy Sun

Mr. and Mrs. Murli Tolaney

United Methodist Women -

California-Pacific

Conference

Mr. and Mrs. Alan Whitman

$50,000 - $99,999Anonymous

Drs. Bashir and Mahmuda

Ahmad

Mr. Christopher H. Bateman and

Dr. Linda Rillorta

Tom & Jeri Beck

Mr. Jerry De Lange

El Sinai Methodist Church

Mr. and Mrs. Gregory C. Fisher

Ben and Flo Harrington

Julie and Don Hopf

Francine H. & B. Marshall Katz

Drs. Rupdev S. Khosa and

Sukhpal K. Gill

Mr. and Mrs. Ka Nin Lee

Dr. and Mrs. James Y. Lin

Diane & Craig Lucas

Mr. and Mrs. Thomas V.

McKernan

Dr. and Mrs. John T. Quigley

Carmen and Bob Thibault

Dr. and Mrs. K. H. Vogelbach

Dr. Kenneth K. Wogensen

Mrs. Mary B. Young

$25,000 - $49,999Anonymous

Dr. and Mrs. Roger N. Andrews

Mr. and Mrs. Angelo Antoci

Arcadia Rotary Club

Dr. and Mrs. Terrence J. Baruch

Ms. Kay E. Berglund

Peter and Jill Boli

David and Grace Cashion

Dr. and Mrs. Dong L. Chang

Dr. and Mrs. Carl J. Chang

Mr. Chris Chen and Mrs. Angela

K. Young

Stephen and Dorothy Chen

Foundation

Peter C. Chi MD &

Mrs. Ling-Ling Chung

Shirley Chi, MD and Howard

Lee, DMD

Dr. and Mrs. Dino Clarizio

Drs. Dale Daniel and Sharon Yee

Bill and Dorothy Davila and

Family

Mr. and Mrs. Alan Devault

Dr. and Mrs. Jacob J. Fakoory

Sue & T. Francis

Aner and Rebecca Iglesias

Min Feng and Hua Jiang

Mrs. Betsy Jordan

Brian John LeBerthon, MD and

Family

Dr. Andrew and Ulanda Lee

Dr. and Mrs. Hanson T. Lee

Kathleen S. and William A. Lewis

Kelly and Bruce Linden

Dr. Leon E. Lis

Mrs. Margaret L. Mathews

Dr. and Mrs. Lewis H.V. May

Mr. and Mrs. Mike Nijjar

Dr. Miguel M. Palos

Dr. Tien T. Peng

Elizabeth J. Rasmussen

M. Kathleen Jones, MD and

David Ratto, MD

Dr. William G. Roberts and

Mrs. Meta Roberts

Dr. and Mrs. Michael D. Smith

George M. Sonneborn, MD

Dr. Jose S. Tandoc

Dr. and Mrs. Franklin Turner

Richard and Janet Van Kirk

Drs. John and Nancy Vogt

Ann Fox Wakeley

Ruth and Stewart Wang, MD

The Wasserman Foundation

Mr. and Mrs. Wayne Whitehill

Dr. and Mrs. Wilson S. Wong

Greg and Heba Wood

Drs. Alan and Holly Yamada

Dr. Daniel H. Zee

For supporting The Next Generation of Care.

Thank You.

MH11-0287

METHODIST HOSPITAL

NOVEMBER 28, 2011 AN ADVERTISING SUPPLEMENT TO THE LOS ANGELES BUSINESS JOURNAL 21


EARLIER THIS YEAR, Giving USA Foundation and its research partner, the Center on Philan-thropy at Indiana University, announced that total charitable contributions from American individuals, corporations and foundations were an estimated $290.89 billion in 2010, up from a revised estimate of $280.30 bil-lion for 2009. The 2010 estimate represents growth of 3.8 percent in current dollars and 2.1 percent in inflation-adjusted dollars.

“Our revised estimates show that 2008 and 2009 saw the largest drops in giving in more than 40 years as a result of the reces-sion, exceeding previous recessions’ impact on giving,” said Edith H. Falk, chair of Giving USA Foundation. “Despite the fragile eco-nomic recovery, though, Ameri-cans contin-ued–and even increased–their support of organizations and causes that matter to them in 2010. The $10.59 billion increase in the estimated total suggests that giving is beginning to recover as the economy slowly climbs out of the recession.”

As it does annually, Giving USA revised its 2008 and 2009 estimates as the IRS revised and released its 2008 and 2009 giving esti-mates, which are used in Giving USA’s esti-mating process. IRS estimates show larger than usual decreases in itemized giving. Giving USA also refined its estimating model to more fully reflect the impact of the worst recession in 70 years. As a result of both changes, Giving USA revised downward its estimates for total giving in 2008 and 2009, which were originally estimated at $307.65 billion and $303.75 billion, respectively.

“Giving could have been construed as an unnecessary expense in the average house-hold budget last year,” said Thomas W. Mesa-ros, CFRE, chair of Giving Institute: Leading Consultants to Non-Profits. “Charitable dona-tions of $290 billion are very significant in a still-uncertain economy. Our estimates indi-cate that people across the country continued to care deeply about philanthropy in 2010.”

“Total giving grew by 2.1 percent last year after adjusting for inflation. That’s good news

following a combined drop of over 13 percent in 2008 and 2009,” said Patrick M. Rooney, Ph.D., executive director of the Center on Philanthropy. “But the sobering reality is that many nonprofits are still hurting, and if giving continues to grow at that rate, it will take five to six more years just to return to the level of giving we saw before the Great Recession.”

Giving USA has reported U.S. charitable contributions since 1956. The national results from Giving USA estimate all chari-table giving to all charitable organizations in the United States. The national estimates do not show changes that any one organization or any one geographical region or city might have observed; they calculate total giving by

about 75 mil-lion households across the Unit-ed States, the approximately 1 to 1.5 million corporations that claim char-itable deduc-tions, an esti-mated 120,000 estates, and

about 77,000 foundations. The gifts go to more than 1.2 million IRS-registered charities and an estimated additional 350,000 Ameri-can religious congregations.Giving estimates by type of donor

Individual giving rose an estimated 2.7 percent in 2010, to $211.77 billion (this rep-resents a 1.1 percent increase in inflation-adjusted dollars). In estimating individual giving for 2010, the model included a new variable for inflation-adjusted change from the previous year – personal consumption – as well as variables used in prior years, including inflation adjusted change in the S&P 500 from the year before (based on last trading day), lagged giving, and the tax price. Through 2009, personal income was used as one of the variables; for the time period of the Great Recession, personal consump-tion was found to be a better overall indica-tor of giving.

Charitable bequests were estimated to be $22.83 billion, an increase of 18.8 percent in 2010 (16.9 percent in inflation-adjusted dollars). Because estate gifts and tax returns are usually completed one to two years after the donor’s death, stock market changes and

other asset growth have an important effect on the growth in estate giving.

Foundation grant making by private, com-munity and operating foundations was $41 billion in 2010, according to the Foundation Center. It fell by 0.2 percent in current dol-lars (a decline of 1.8 percent in inflation-adjusted dollars).

Corporate giving rose to an estimated $15.29 billion, up 10.6 percent in current dol-lars (8.8 percent in inflation-adjusted dollars). Corporate giving continues to reflect gifts of in-kind donations on behalf of American compa-nies, particularly in the pharmaceutical sector.

Giving estimates by type of recipientGiving USA looks at nine subsectors, or types

of charitable recipients, in its annual report.Giving to religion, at 35 percent of the total,

remains the largest share of all contribu-tions, with an estimated $100.63 billion. The estimated increase in 2010 was 0.8 percent in current dollars, with a small decline of the same amount, 0.8 percent, in inflation-adjusted dollars.

Giving to education rose to an estimated $41.67 billion, an increase of 5.2 percent

U.S. Charitable Giving Shows Modest UptickCORPORATE CITIZENSHIP & PHILANTHROPY

CompanyCash Donations in 2010

1. Kaiser Permanente $19,500,000

2. Wells Fargo 16,588,246

3. JPMorgan Chase 10,688,560

4. Bank of America Corp. 8,128,698

5. Capital Group Cos. 5,300,0001

6. Amgen Inc. 4,600,000

7. Target Corp. 3,500,000

8. Union Bank 3,020,487

9. Blue Shield of California 2,959,390

10. City National Bank 2,696,304

CompanyCash Donations in 2010

11. American Honda Motor Co. Inc. 1,400,000

12. Mattel Inc. 1,250,000

13. Ralphs/Food 4 Less (Kroger Co. division) 1,100,000

14. Panda Restaurant Group 982,531

15. Staples Center Foundation 951,757

16. O'Melveny & Myers LLP 891,805

17. Valero Wilmington Refinery 749,453

18. Bank of the West 635,434

19. UPS 590,000

20. KPMG LLC 540,000

1 Includes only donations made by corporate foundation.Researched by David Nusbaum

A NEW, ONE-of-a-kind searchable database will help high net worth individuals and their finan-cial advisors decide where, when and why to give philanthropic gifts of $1 million or more.

The Million Dollar List (www.milliondollarl-ist.org) is the largest free record of publicly reported gifts of this size made since 2000. The data, covering more than 60,000 gifts of $1 million and up from individuals, founda-tions and corporations, was compiled by the Center on Philanthropy at Indiana University.

“The Million Dollar List is the most compre-hensive resource on publicly reported gifts of this size,” said Patrick M. Rooney, execu-tive director of the Center on Philanthropy at Indiana University. “One million dollars is a significant giving threshold for donors, so gaining a clear picture of where and how these gifts are made is an important step forward in the study of philanthropy. Now donors and their advisors can see which

organizations with causes matching their interests are receiving large gifts, where their peers are giving and where gaps in funding may exist.”

Advisors can aid donors by searching for information on gifts by geography, dollar amount, type of charity, individual donor, organization name or other customizable criteria. Searches can also reveal trends and help donors find like-minded individuals for potential collaborations to leverage their giv-ing for greater impact.

“Donors increasingly value transparency in philanthropy and are driving that trend,” said Una Osili, director of research at the Center on Philanthropy. “By providing information about their gifts to the Million Dollar List, they will encourage greater transparency among all those involved in charitable giving, increase opportunities to connect with other donors, and strengthen understanding of philanthropy.”

The Million Dollar List: Scaling Philanthropy adds to the Center’s ongoing research on high net worth giving, including multiple studies conducted for Bank of America Merrill Lynch. This project is made possible by a grant from the Bill & Melinda Gates Foundation.

The Center on Philanthropy at Indiana University is a leading academic center dedicated to increasing the understanding of philanthropy and improving its practice world-wide through research, teaching, training and public affairs programs in philanthropy, fund-raising and management of nonprofit organi-zations. More information is available at www.philanthropy.iupui.edu.Million Dollar List reveals relationships, surprises

Selected findings from within the Million Dollar List include:

What are some trends? Individual giving of million-dollar gifts and the stock market are

strongly correlated. Changes in the number of gifts as well as changes in the dollar amount of gifts of $1 million and up closely follow trends in the stock market.

Who gives? About 70 percent of the 6,800 publicly reported gifts made by individuals were from people who made one gift of $1 million or more.

Where do the gifts go? Nearly two-thirds (63 percent) of individual gifts go to organizations based in the state where the donor lives.

Who gets them? Higher education organiza-tions receive a far greater number of million-dol-lar gifts from individuals than does any other type of charity. Foundations receive far more dollars in million-dollar-and-up gifts from indi-viduals than do other types of organizations.

Approximately 4 percent of gifts from indi-viduals are mega-gifts ($50 million and up). About 1 percent of corporate gifts and 1 per-cent of foundation gifts are mega-gifts.

Million Dollar List Helps High Net Worth Donors Target Strategic Giving

Despite the fragile economic recov-ery, though, Americans continued – and even increased – their sup-port of organizations and causes that matter to them in 2010.Edith H. Falk, chair of Giving USA Foundation

continued on page 26

Corporate PhilanthropistsRanked by cash donations to L.A. County charities in 2010

Los Angeles' 20 Largest


WOMEN AT VIRTUALLY every income level are more likely to give to charity and to give more money on average than their male counterparts, after controlling for education, income and other factors that influence giv-ing, research from the Women’s Philanthropy Institute (WPI) at the Center on Philanthropy at Indiana University reveals.

“Looking at giving across five different income groups, which range roughly from $23,000 to $100,000 a year, it is clear that it is not only wealthy women who give,” said Debra J. Mesch, Ph.D., director of the Wom-en’s Philanthropy Institute. “Women across nearly every income category give signifi-cantly more than their male counterparts – in many cases, nearly twice as much.”

Women Give 2010 is the first report to com-pare philanthropic giving between men and women across all income levels based on a nationally representative sample. It uses data from the Center on Philanthropy Panel Study (COPPS), the nation’s largest study that tracks giving patterns among the same households over time. Previous studies of gender and phi-lanthropy have relied on data related to giving by households and married couples, making the effects of gender on giving difficult to iden-tify. Women Give 2010 analyzed only giving by households headed by single people in order to examine gender differences. Researchers controlled for factors that affect philanthropic behavior such as income, age, race, education, number of children, and more to allow direct

comparisons between men and women.The study compared and controlled for dif-

ferent types of singles. Never married and divorced women were more likely to give and to give more than males of the same marital status; however, widowed men give more than widowed women, the study found.

In every income bracket except for one, women give more than men. The most dramatic dif-ferences are in the lowest, middle, and highest brackets where women give almost double the amount of men. The exception is women in the second lowest income bracket ($23,509 to $43,500), who give 32 percent less than men.

“These findings have the potential to affect both donors and charities significantly,” Mesch said. “Women may not realize they are giving

more than men because their giving patterns differ. Understanding the power of their giving may encourage more women to consider the difference they can make with their giving. Non-profits may see this as a reminder to pay closer attention to the philanthropic power of women and the importance of developing fundraising strategies that will appeal to their priorities.”

The Women’s Philanthropy Institute furthers the understanding of women’s philanthropy through research, education, and knowledge dissemination. By addressing significant and groundbreaking research questions and translating that research into increased understanding and improvements in practice, WPI helps to leverage new and expanded resources for the common good.

Women Tend to Give More to Charity than Men, Study Shows

Serving the Greater Los AngelesCommunity Since 1946The LeRoy Haynes Center provides specialized treatment and educational services to children with special needs relating to emotional development,autism, Asperger’s Disorder, learning disabilities, neglect and abandonment.

Founded in 1946, the agency serves up to 400 youthannually through its four basic programs – therapeuticresidential treatment, Haynes Special Education Center,mental health and transitional housing.

233 W. Baseline Road, La Verne, California 91750(909) 593-2581 – www.leroyhaynes.org

Celebrating 65 Years of Serving Children

ATTORNEY GENERAL KAMALA D Harris earlier this year encouraged Californians to make charitable donations to help victims of the devastating earthquake and tsunami in Japan but also took time to warn citizens to beware of scams posing as charities that sometimes prey on the goodwill of California donors dur-ing times of tragedy.

Attorney General Harris shared the following tips on how to give wisely if solicited to help disaster relief efforts, in order to assure that donations are used as the donor intends: 1. Carefully review disaster-relief appeals

before giving. In times of disaster, many

“sound-alike” organizations and sham operations solicit donations.

2. Make sure the charity is registered in the Attorney General’s Registry of Charitable Trusts. Registration does not guarantee that a charity is effective, but it is an impor-tant indicator. A searchable database is available at http://ag.ca.gov/charities.php.

3. Ask what percentage of your donation will be used for charitable activities that direct-ly help victims.

4. Avoid donating through e-mail solicitations. Clicking on an e-mail may lead you to a website that looks authentic but is estab-

lished by identity thieves seeking to obtain money or personal information.

5. Only provide your credit card information once you have reviewed all information from a char-ity and verified its credibility. Ask the organiza-tion not to store your credit card information.

6. Do not give cash. Write checks payable to the charitable organization, not a solicitor.

7. Take action on your own rather than respond-ing to solicitations. Seek out known organiza-tions and give directly, either by calling the organization, using the organization’s official website, or mailing a check to the address listed on the organization’s website.

Californians who believe they or others have been victimized by fraudulent charitable solicitation can file a complaint online with the Attorney General’s Registrar of Charitable Trusts at http://ag.ca.gov/charities.php.

The Attorney General’s Office regulates charities and their for-profit fundraisers in order to prevent the misuse of charitable donations. For additional tips on charitable giving, go to http://ag.ca.gov/charities/charit_giving.php. Information on national charities is available from the Better Business Bureau’s Wise Giving Alliance at 800-575-4483 or www.give.org.

Attorney General Kamala D. Harris Encourages Donations, Warns of Scams


CORPORATE CITIZENSHIP & PHILANTHROPY

More Foundations Use Investment Assets to Achieve Their Missions THE NUMBER OF charitable foundations employ-ing their investment portfolios to achieve a social benefit is on the rise, according to a new Foundation Center report. Key Facts on Mission Investing finds that one-in-seven surveyed foun-dations are directing their assets to market-rate mission-related investments and/or below-mar-ket-rate program-related investments.

By investing endowment dollars to further their charitable missions, these grantmakers — which hold 20 percent of all U.S. foundation assets — are extending the public benefit of their resources.

The Foundation Center has tracked pro-gram-related investment activity for years, but its latest report benchmarks for the first time foundation engagement with mission-related investments. It finds that more than half of surveyed foundations currently making mission-related investments began doing so within the past five years, and 28 percent within just the past two years.

“Foundations are striving for greater impact,” said Steven Lawrence, director of research at the Foundation Center and the report’s principal author. “Mission investing puts foundation asset dollars to work in ways that have the potential to go far beyond the social impact of their grantmaking dollars.”

The report also offers perspective from Ste-phen Viederman, former president of the Jes-sie Smith Noyes Foundation and a proponent of mission investing, who argues that founda-tions’ investment strategies should be guided by their broader purpose to benefit the public and that social investing equating to financial underperformance is a myth.

By law, foundations are allowed to make program-related investments — often loans,

loan guarantees, or equity investments — which are derived from their assets but count toward their charitable distribution requirement. Generally, these investments yield below-market-rate returns. By com-parison, market-rate mission-related invest-ments may broadly support a foundation’s programmatic goals but do not count toward its charitable distribution requirements. The potential for mission-related investments is significant: America’s foundations made approximately $46 billion in grants in 2010, whereas their assets totaled more than $600 billion.

Key Facts on Mission Investing (in PDF for-mat) can be downloaded at no charge from the Gain Knowledge area of the Foundation Center’s web site.

Established in 1956, the Foundation Center is the leading source of information about philanthropy worldwide. Through data, analy-sis, and training, it connects people who want to change the world to the resources they need to succeed. The Center maintains the most comprehensive database on U.S. and, increasingly, global grantmakers and their grants — a robust, accessible knowledge bank for the sector. It also operates research, education, and training programs designed to advance knowledge of philanthropy at every level. Thousands of people visit the Center’s web site each day and are served in its five regional library/learning centers and its net-work of more than 450 funding information centers located in public libraries, community foundations, and educational institutions nationwide and around the world. For more information, please visit foundationcenter.org or call (212) 620-4230.

Diminishing Dollars for Social Justice Philanthropy ACCORDING TO A new report from the Foundation Center, a small but important subset of grant-makers — those who work on issues ranging from human rights to environmental justice — has been disproportionately impacted by the global financial crisis and their recovery remains in jeopardy. “Diminishing Dollars: The Impact of the 2008 Financial Crisis on the Field of Social Justice Philanthropy” examines historical trends in foundation assets, spending, and giving lev-els; describes strategies used by foundations to cope with depleted assets immediately follow-ing the crisis; and presents projections through 2015 for asset and grantmaking levels.

“The ripple effect from the damage to these foundations’ endowments has the potential to be significant and lasting for the social justice arena,” said Sara K. Gould, the Foundation Center’s Atlantic Philanthropies senior fellow and author of the report. “These are key play-ers in the field of social justice philanthropy, often serving a unique and critical role in local communities with grassroots efforts and an on-the-ground presence. Yet, they are also some of the most vulnerable.”

Key findings of the study indicate: • Unless the field sees five years of above

average investment returns, social justice grantmaking in 2015 will remain below 2008 levels.

• Small foundations (less than $50 million in assets) will struggle the most to recover from the economic downturn.

• Nonprofit organizations seeking new funders will have a difficult time.

• Some foundations are unintentionally depleting their endowments at a very slow rate.

The study examined endowed foundations that engage in social justice philanthropy in at least two geographic regions of the U.S. and award $100 million or less in grants annually. The giving of sampled foundations ($763.1 million) represents approximately one-quar-ter of all documented social justice giving in 2009 ($3.1 billion).

“The volatility of the current economy and the uncertainty of future markets drive home the significance of these find-ings and implore the philanthropic sector to take note,” said Elizabeth Sak, execu-tive director of the Cricket Island Founda-tion, the partner in the study. “The future of social justice philanthropy looks grim unless foundations and nonprofits working in this arena can devise ways to effectively navigate this climate.”

This report brings a level of transparency to the field that can empower both grantmakers and the nonprofit organizations they support. Founda-tions working in the sphere of social justice can use this report to strategize about ways to bring additional funding to the field. For nonprofits, the findings are crucial to their planning efforts and their ability overall to weather the storm.

Diminishing Dollars: The Impact of the 2008 Financial Crisis on the Field of Social Justice Philanthropy (PDF) can be down-loaded at no charge from the Gain Knowledge area of the Foundation Center’s web site.

Funding for the study was provided by the Cricket Island Foundation, the Ford Founda-tion, and the Edward W. Hazen Foundation.

The Cricket Island Foundation is a family foundation representing three generations. Founded in 2001, its mission is to develop the capacity and commitment of young people to improve their lives and communities, as well as the world around them. Recognizing that orga-nizations need the time and support to become stronger and more sustainable, in 2005 the Foundation began providing long-term general operating support to critical yet under-funded organizations that offer meaningful opportuni-ties for youth to contribute to positive societal change. In addition, though the Foundation provides funding nationally, in 2008 it made a strategic decision to focus regionally in order to develop local organizations, build partnerships with and among grantees, and promote collabo-rations with local funders. For more informa-tion, please visit cricketisland.org.

IN THE WAKE of the worst economic crisis since the Great Depression, foundation fund-ing declined across eight of 10 major subject areas, among a matched set of funders. According to Foundation Giving Trends (2011 Edition), released by the Foundation Center, the environment and animals category experienced the largest decline in 2009, followed by the social sciences. Support for education and public affairs/soci-ety benefit experienced some gains.

Among the nearly 1,400 foundations whose 2009 grantmaking was analyzed for the report:

• Funders awarded 186 grants of $10 million or more, with the Bill & Melinda Gates Foundation providing five of the 10 largest, mainly for health and educa-tion.

• Education accounted for the largest share of 2009 grant dollars, followed by health, human services, and public affairs/society benefit.

• International giving, including support for overseas recipients and U.S.-based international programs, accounted for nearly 24 percent of overall grant dollars.

• Among specific populations, the economically disadvantaged benefited from the largest share of both grant dollars (29 percent) and grants (25 percent).

"The reduction in 2009 foundation giving across most fields was unprecedented but not unexpected," said Steven Lawrence, director of research. "More importantly, our data show that foundations continued to provide substantial support to nonprofits during that challenging year."

Foundation Giving Trends provides a comprehensive analysis of all of the grants of $10,000 or more awarded by nearly 1,400 of the largest private and community foundations in the United States and tracks changes in funding priorities since 1999. Grant dollars awarded by these funders in the 2009 sample totaled $22.1 billion and represented half of total estimated giving by U.S. foundations. The report also exam-ines changes in actual grant dollars and number of grants between 2008 and 2009 by a matched subset of 502 foundations.

The report can be purchased ($45) at the Gain Knowledge area of the Foundation Center’s web site. "Highlights" of the study can be accessed at no charge.

Foundation Support Declined in 2009 for Most Major Funding AreasDespite Downturn, Both Education and Public Affairs/Society Benefit Saw Modest Gains


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L O S A N G E L E S A R E A C O U N C I L

Nonprofits Continue to Face Difficult Post-Recession EnvironmentAS 2011 HEADS toward its final month—typi-cally the most important time of year for fund-raising—fewer than half of surveyed nonprof-its reported fundraising increases during the first half of 2011 compared with the same period in 2010.

According to a report released recently by the Nonprofit Research Collaborative (NRC), of 813 responding nonprofits surveyed in July:

• 44 percent reported increases in chari-table contributions received through June, compared with the same period in 2010;

• 25 percent reported giving remained level; and

• 30 percent reported charitable contribu-tions have declined so far this year.

• 1 percent did not know.These numbers are barely changed from

the NRC 2010 year-end survey, when 43 percent of respondents indicated they raised more money in 2010 than they did in 2009. At that time, almost a quarter (24 percent) saw giving remaining level, and 33 percent raised less.

These results indicate that nonprofit organi-zations still face a difficult fundraising climate. In AFP’s 2007 State of Fundraising Survey, which asked the same questions as the 2011 NRC study, 65 percent of respondents raised more money that year, before the recession, than in 2006. Eleven percent raised about the same, and 24 percent raised less.

“A much larger percentage of nonprofits were seeing significantly higher fundraising results before the recession,” said Andrew

Watt, FInstF, president and CEO of the Asso-ciation of Fundraising Professionals (AFP). “With many economists predicting a flat econ-omy for several more years, charities face a very challenging environment in the near future, with fewer funds available while the demand for services and programs remains quite high. This is the reality charities will have to address.”Results by Subsector and Growth

The NRC surveys found that the relatively low share of nonprofits reporting growth in contributions received began during the recession and lingered for all subsectors through the first half of 2011. In the current survey, human services organizations fared best, but only 50 percent of those organizations reported increases in the first half of the year. International charities had the smallest share of organizations reporting increases, at just 20 percent, although those numbers may be affected by the Haiti earthquake and high donation levels in 2010.

There were marked differences based on size, with larger organizations achieving greater fundraising success. Fifty-seven per-cent of the largest organizations in the survey (budgets of $3 million or greater) raised more funds in the first half of 2011, compared with just 34 percent of charities with budgets of less than $250,000.Implementing Campaigns and What’s Ahead

In one strategy to raise more funds, chari-ties are planning for and implementing capi-

tal and other fundraising campaigns. Of the NRC respondents, 12 percent are currently involved in a campaign, while 34 per-cent are in the planning stag-es. Organiza-tions currently in specific fund-raising cam-paigns were

somewhat more likely to see gifts increasing, with 62 percent reporting they had raised more money in the first half of 2011 com-pared to the same time in 2010. The only exception was for organizations with annual expenditures of less than $250,000; they did not see any significant increases.

“To help donors focus on achievable results, many charities now are setting up short-term special campaigns,” said Nancy Raybin, on behalf of Giving USA Foundation. “By setting discrete fundraising goals for specific activi-ties, nonprofits find they can break through the uncertainty about the economy and help donors connect their gifts to community needs.”About the Survey

When asked for their thoughts about the most successful fundraising methods for the rest of the year, two-thirds (67 percent) reported they would focus on large-scale efforts to reach many people through direct mail, special events, online campaigns and similar activities. Forty-five percent said they would focus on larger gifts, while 28 percent said they saw foundation and corporate sup-port as their biggest potential growth area.

The online survey was conducted in July 2011 about fundraising efforts at participat-ing nonprofits from January through June. Eligible and complete responses numbered 813. The respondents as analyzed form a convenience sample. There is no margin of error or measure of statistical significance using this sampling technique, as it is not a random sample of the population studied.

The NRC is composed of seven organi-zations that each have, at a minimum, a decade of direct experience collecting infor-mation from nonprofits concerning charitable receipts, fundraising practices and/or grant-making activities.

With many economists predicting a flat economy for several more years, charities face a very challenging environment in the near future, with fewer funds available while the demand for services and programs remains quite high. This is the real-ity charities will have to address.

Andrew Watt, FInstF, president and CEO of the Association of Fundraising Professionals (AFP).


CORPORATE CITIZENSHIP & PHILANTHROPY

IN RESPONSE TO a national crisis that impacts every American, two national organizations last year issued the results of groundbreak-ing research into the data and underlying causes for the long-coming government contracting crisis that is undermining the ability of nonprofit organizations to maintain the social safety net on behalf of govern-ments and the public. The reports address longstanding problems in government con-tracting that have been exacerbated by the current recession.

Earlier today the Urban Institute released a study regarding the first-ever national survey documenting the serious and widespread prob-lems experienced by nonprofit human service providers under contract with governments at the local, state and federal levels. The report, Human Service Nonprofits and Government Collaboration: Findings from the 2010 National Survey of Nonprofit Government Contracting and Grants, provides essential national and state data on contracting practices, and ranks states from worst to best on several areas of concern to individuals in need of services, to taxpayers, and to entire communities.

In conjunction with the release of the Urban Institute’s survey results, the National Council of Nonprofits issued a Special Report: Costs, Complexification and Crisis: Government’s Human Services Contracting “System” Hurts Everyone, which provides additional context to the Urban Institute’s findings. This Report explains how the contracting problems affect everyone in America, not just nonprof-its. It also identifies specific practices that contribute to the problems nonprofits are experiencing, and proposes solutions that nonprofits, government officials, funders, and citizens can adopt to improve services, restore value for taxpayers, and provide better benefit to communities.

“That the ‘system’ for contracting for human services is broken cannot be denied: govern-ments contract with nonprofits to deliver needed services, but then don’t pay full costs, sometimes don’t pay at all, and too often use administrative processes that seem designed to exhaust rather than assist communities,” said Tim Delaney, President and CEO of the National Council of Nonprofits. “The contract-

ing system must be fixed so that people get the services and help they need, taxpayers receive full value for the programs they are funding, and communities are as strong as they can be.”

The National Council Special Report pro-vides context to the five major problem areas identified in the Urban Institute Study: Governments Failing to Pay the Full Costs

When governments do not pay the full costs of what it takes to provide the services covered by contracts, nonprofits must devote time and resources to make up the differ-ence, thus diverting attention away from delivery of services to those in need. Govern-

ments pay less than it actually costs to deliver the services by, among other ways, denying or severely restricting what they reimburse for indirect costs, using outdated or artificially low rates, requiring matching contributions, and imposing unfunded mandates.Governments Changing the Terms of Con-tracts Mid-Stream

The Urban Institute Study tells us that almost three out of five (58%) nonprofits with a government contract reported problems from governments changing the terms of the written agreement mid-way through perfor-mance. Contract changes hurt the people the programs are designed to help, weaken our

communities by undercutting trust in govern-ment, and destabilize the organizations that governments and taxpayers rely on to fulfill their obligations.Governments Paying Late

Nationally, two out of five nonprofits (41%) report that governments paid them late at least once in 2009. This practice forces non-profits to bankroll the government services they provide, increases the cost of providing services, and shortchanges the people who are most in need.Complexification of Contracting Processes

After repeated practice, most things become simplified. When it comes to gov-ernment contracting, however, repetition leads not to simplification but to complexifi-cation. Bidding burdens, needless red tape, and other government contracting policies and bidding practices routinely impose avoidable inefficiencies, create waste, reduce the amount of services delivered to individuals and communities in need, and add costs to taxpayers.Complexification of Reporting Requirements

Reporting and oversight processes that once made sense have run amuck when needlessly duplicated, resulting in higher costs to taxpay-ers without adding value and diverting resourc-es from delivery of needed services. Oversight and reporting are essential, but spending certain dollars chasing possible pennies is not cost effective for taxpayers.

The report also proposes solutions for nonprof-its, government officials, funders, and citizens:

There is no simple “one size fits all” solu-tion, but addressing these problems will not necessarily require big investments of money. Most of the dozens of solutions offered in the Special Report require intent and discipline in follow-through to make things happen. Stake-holders in each level of government – federal, state, and local – will need to decide which solutions would provide the most relief.

The National Council has developed a dedi-cated web portal on this topic and encour-ages the public to comment on this report or share any government actions and policies that are affecting services, positively or nega-tively. Please visit www.councilofnonprofits.org/govtcontracting.

Report Highlights Government Contracting Problems for Nonprofits

in current dollars (3.5 percent in inflation-adjusted dollars). This is the first year of an increase in giving after two years of declines. Educational organizations received an esti-mated 14 percent of the total.

Giving to foundations rose slightly to $33 billion, an increase of 1.9 percent in current dollars (0.2 percent in inflation-adjusted dol-lars). The Foundation Center and the Center on Philanthropy jointly estimate contributions to this type of recipient. This includes private, community and operating foundations. This subsector received an estimated 11 percent of the total.

Giving to human services is estimated to be $26.49 billion, an increase of 0.1 percent in current dollars but a decrease of 1.5 percent in inflation-adjusted dollars. This subsector received an estimated 9 percent of the total. Human services includes the majority of the $1.43 billion donated to Haiti disaster relief. The Center on Philanthropy’s disaster giving research estimates that 75 percent ($1.07 billion) of those gifts were given to human ser-

vices organizations. If giving to Haiti disaster relief were not included, giving to human ser-vices would have declined by 4 percent in cur-rent dollars. The other 25 percent of Haiti relief giving ($0.36 billion) was contributed to inter-national relief organizations and is included in the international affairs subsector.

Giving to health also shows an estimated increase, to $22.83 billion (1.3 percent in current dollars or a decline of 0.3 percent in inflation-adjusted dollars). This subsector received 8 percent of the total.

Giving to public-society benefit organiza-tions was an estimated $24.24 billion, an increase of 6.2 percent in current dollars (4.5 percent in inflation-adjusted dollars). This subsector, which includes certain types of donor-advised funds as well as umbrella organizations such as United Way, Combined Federal Campaign and United Jewish Appeal that collect donations and redistribute them to other charitable organi-zations, received 8 percent of the total. The increase in giving to this subsector can in part be attributed to growth in freestanding donor-advised funds; Fidelity® Charitable

Gift Fund, for example, reported contribu-tions above $1.6 billion in 2010, which was a 42 percent increase over 2009.

Giving to arts, culture and humanities orga-nizations rose an estimated 5.7 percent in current dollars (4.1 percent in inflation-adjust-ed dollars), to $13.28 billion. This subsector was 5 percent of the 2010 total.

Giving to international affairs (which includes relief, development and public policy activities) increased an estimated 15.3 percent in current dollars (13.5 percent in inflation-adjusted dollars), reaching $15.77 billion. This was 5 percent of the total.

Giving to environment/animal-related organizations declined 0.7 percent in current dollars (a decline of 2.3 percent in inflation-adjusted dollars), to an estimated $6.66 bil-lion. This was 2 percent of the total.

Giving to individuals includes grants from foundations to benefit named individuals. Most often, these are gifts of medications to patients in need and are made by oper-ating foundations created by pharmaceuti-cal manufacturers. These gifts are esti-mated to have remained relatively steady

in 2010, at $4.20 billion or 2 percent of the total.

Every year, Giving USA also calculates the unallocated piece of the giving “pie;” for 2010, it is estimated to be $2.12 billion, or 1 percent of all giving. These are dollars that cannot be attributed to any one particular sector.

Giving USA’s annual estimates are based on econometric studies using tax data, government estimates for economic indicators, and informa-tion from other research institutions. Sources of data used in the estimates include the Internal Revenue Service, Bureau of Economic Analy-sis, Foundation Center, Independent Sector, Council for Aid to Education, National Center for Charitable Statistics at the Urban Institute, and National Council of Churches of Christ.

The Giving USA report estimates changes in giving to subsectors (health, arts, education, religion, etc.). Except for giving to religion and giving to foundations, the subsector estimates are based on econometric models. These mod-els use historical data from IRS Form 990s as well as contemporaneous economic variables that have been found to be highly predictive of changes in the uses of giving.

“That the ‘system’ for contracting for human services is broken cannot be denied: governments contract with nonprofits to deliver needed services, but then don’t pay full costs, sometimes don’t pay at all, and too often use administrative processes that seem designed to exhaust rather than assist communities.”

Tim Delaney, President and CEO of the National Council of Nonprofits

continued from page 22


© 2011 BDO USA, LLP. All rights reserved.

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28 AN ADVERTISING SUPPLEMENT TO THE LOS ANGELES BUSINESS JOURNAL NOVEMBER 28, 201128 AN ADVERTISING SUPPLEMENT TO THE LOS ANGELES BUSINESS JOURNAL NOVEMBER 28, 2011

PHILANTHROPIC SPOTLIGHT: ACCENTURE

In this image released by Accenture, community college student Rabia Bouaicha, left, works one-on-one with Kelly Chu, right, from the Los Angeles office of Accenture to create an impact-ful resume during Accenture's "Skills to Succeed" seminar, Friday, July 29, 2011, in Los Ange-les. The company has committed to equip 250,000 people around the world by 2015 with the skills to get a job or build a business. (AP Photo/Accenture/Rene Macura)

In this image released by Accenture, community college student Alfonso Sanchez, center, engages in mock interviews with employees from the Los Angeles office of Accenture during Accenture's "Skills to Succeed" seminar, Friday, July 29, 2011, in Los Angeles. The company has committed to equip 250,000 people around the world by 2015 with the skills to get a job or build a business. (AP Photo/Accenture/Rene Macura)

In this image released by Accenture, community college student Tricia Robinson, right, practices networking skills with Manan Rokani, left, from the Los Angeles office of Accenture to create an impactful resume during Accenture's "Skills to Succeed" seminar, Friday, July 29, 2011, in Los Angeles. The company has committed to equip 250,000 people around the world by 2015 with the skills to get a job or build a business. (AP Photo/Accenture/Rene Macura)

In this image released by Accenture, community college student Robert Robinson, left, polishes his newly learned presentation skills with employees from the Los Angeles office of Accenture during Accenture's "Skills to Succeed" seminar, Friday, July 29, 2011, in Los Angeles. The company has committed to equip 250,000 people around the world by 2015 with the skills to get a job or build a business. (AP Photo/Accenture/Rene Macura)

Q: How important is philanthropy at Accenture?

Accenture has a long history of making sig-nificant contributions to Southern California. One of things I’m most proud of is how highly motivated and passionate our employees are about giving back to our communities. For example, our employees volunteer their time and skills with local organizations including Chrysalis, Dress for Success, Junior Achieve-ment, LA Works and Para los Niños.

Our corporate citizenship activities focus on Accenture’s global Skills to Succeed initiative, which will equip 250,000 people around the world by 2015 with the skills to get a job or build a business. Through this initiative we provide opportunities to our employees that enable them to share the skills and experi-ences they’ve gained at Accenture to help people in their communities build the confi-dence and skills required to gain employment or become independent.

Q: What are some recent corporate citi-zenship efforts Accenture has done to help people in their communities?

Earlier this year, for the first time, Accenture teamed with Los Angeles Community College District (LACCD) to help students sharpen the skills they need to get a job.

As a result, more than 450 LACCD students registered to receive one-on-one mentoring from Accenture employees. During the job skills seminar, students refined critical inter-personal skills they need to gain employment. The skills workshops included interviewing, resume and cover letter writing, networking and presentation development.

The impact for both the students and employees was so remarkable that we are already working to develop future program-ming. The students walked away with the con-

fidence and skills they need to help transition from college to careers and our employees were overwhelmed with the rewarding experi-ence of helping young people.

Q: How does your organization select which charitable organizations to work with?

We partner with several organizations, like Junior Achievement, that are active in markets across the United States, and we also support local initiatives that are meaningful to the com-munities where our people live and work. Our main focus is to work with organizations that share our vision of Skills to Succeed.

For example, earlier this month, in honor of Veterans Day, Accenture announced that it awarded four grants totaling more than $500,000 to help equip veterans with the skills they need to re-enter the workforce. By working with veterans programs across the country, we hope to help military women and men take the valuable skills they gained in the service and help them transition into new careers.

Q: What advice would you give to a com-pany that is looking to get involved in philanthropic giving for the first time?

There are so many meaningful ways for companies to get involved – and the need is greater now than ever before. My recommen-dation is to explore how your company can add the most value to your nonprofit partner while energizing your employees at the same time. For example, at Accenture, we know we can provide the best outcomes when we bring the capabilities of our people to the table. In addition, we drive better, more sustainable re-sults when we bundle investments in our nonprofit partners and combine pro bono ser-vices with cash grants and volunteer hours.

A closer look at the philanthropic endeavors of Accenture via a Q&A session with Tom Hartman, Accenture’s Southern California Managing Director


PHILANTHROPIC SPOTLIGHT: WELLS FARGO

Q: At your company, how important is philanthropic behavior?

At Wells Fargo, community involvement is central to our Vision and Values. We are a company that values people, communities and the environment. We promote economic development and self-sufficiency through community development, financial educa-tion, cash contributions, affordable housing, environmental stewardship, and through the efforts of our enthusiastic team member vol-unteers. In 2010, Wells Fargo invested $219 million in 19,000 nonprofits nation-wide, surpassing $200 million for the third year in a row. And in the Greater Los Angeles region, Wells Fargo invested $17.3 million in 1,600 nonprofits and schools through corpo-rate and foundation giving.

Q: How long has your company been involved in charitable giving?

Starting as far back as the mid-1800’s, Wells Fargo served communities in California by bringing settlers, safeguarding the arrival of their valuables, and delivering their mail. Today, Wells Fargo continues to serve the community through its broad range of com-munity support programs, including Wells Fargo contributions, and financial education.

Q: Has your organization chosen to give back on a local, national or global level? And how was the decision made?

Wells Fargo is one of America’s largest financial contributors to communities. And, the company remains one of the largest corporate contributors to nonprofit organiza-tions and schools in the Greater Los Ange-les region. In addition, Wells Fargo team members participate on nonprofit boards all across the country.

Q: Please list some of the charitable or non-profit organizations your com-

pany has chosen to partner with and/or donate to and please share a brief descrip-tion of your relationship with each.Following are a few examples of the thou-sands of schools and nonprofit organizations that Wells Fargo partners with in the Greater Los Angeles region:• Summer Night Lights• HIRE L.A. Youth Summer Jobs Program• Children’s Hospital• Jewish Family Services• L.A. Gay and Lesbian Center• Partnership with L.A. Schools• Los Angeles Urban League• Asian Pacific American Legal Center• Bilingual Foundation of the Arts• Los Angeles Philharmonic• Hope Through Housing

Wells Fargo has partnered with each of these organizations in supporting outreach to low- to moderate-income communities. And, a Wells Fargo team member actively serves on the board or closely partners with each organization. In addition, hundreds of team members support these organizations through volunteer efforts annually. Partnership is not just about writing checks, but stepping up with human capital in the communities we serve.

Q: Please site some examples of philan-thropic behavior that your company has exhibited.

Wells Fargo is the top corporate philanthropist among financial services companies in Los

Angeles County. The Los Angeles Business Journal published a list of the 20 largest corporate philanthropists ranked by cash donations in Los Angeles County in 2010. Wells Fargo ranked No. 2 on the list giving $16.6 million to nonprofit organizations and schools in Los Angeles County.

“In 2010, we gave away more money than in any previous year,” said Jonathan Weedman, head of the Wells Fargo Foundation for Greater Los Angeles. “A company can only be as strong and successful as the communities where it operates and does business. More businesses need to understand and embrace the importance of investing in the community whether it is financial contributions or volunteerism. We should be very proud that we work for a company that in the worst economy in recent times has chosen to invest such substantial dollars to help the underserved.”

Annual Community Support CampaignsEach year Wells Fargo team members

raise money for the nonprofit of their choice, including United Way, during our Community Support Campaign. Wells Fargo matches individual team members’ financial contribu-tions to schools dollar-for-dollar, up to $5,000 per person, per year.

Wells Fargo team members invest in non-profits throughout the year. To date, includ-ing the Campaign, team members have donated $63.9 million of their own dollars to nonprofits, a 15 percent increase over 2010, and the ninth straight year of year-over-year double-digit increases in pledge totals. And in Greater Los Angeles/Orange County, team members donated $6.1 million of their own dollars to local nonprofits and schools.

Our team members’ deep commitment to their communities largely explains why Wells Fargo, the nation’s 12th largest employer, has been United Way’s No. 1 larg-est corporate employee-giving campaign over the past two years, according to United Way Worldwide.

Valley Economic Development Corporation (VEDC)

In 2010, as part of its commitment to addressing the credit needs of Southern California small businesses, Wells Fargo provided more than $1 million in a combination of investments and grants to the Valley Economic Development Corporation (VEDC), a nonprofit organization that provides training, technical assistance, and financing to small- and medium-sized businesses primarily in low- and moderate-income

communities. Along with financial support, Wells Fargo contributes human capital: a Wells Fargo team member serves on VEDC’s Board of Directors

Wells Fargo investments nationally in 2010 include:• $32 million in grants to nonprofits support-

ing homeownership, including construction of affordable housing, home buyer educa-tion and counseling, down-payment assis-tance, and home repairs.

• $2.3 billion in CRA qualified community development loans and investments in proj-ects that support affordable housing, com-munity services, economic development, revitalization, and stabilization.

• $66.4 million in 8,000 educational pro-grams and schools around the U.S., and $17.2 million in matched educational dona-tions from team members.

• $621 million spent with certified minor-ity-, women-, and disadvantaged-owned business enterprises, a 5 percent increase over 2009.

• $1.3 billion in environmental loans and investments; $750 million to LEED certi-fied commercial buildings and community development projects.

We also provide products, tools and educa-tional resources to help people in all stages of life become smarter about money and achieve their financial goals. Our free, finan-cial education program, Hands on Banking® and El futuro en tus manos® teaches the basics of responsible money management, including how to create a budget, save and invest, borrow responsibly, buy a home, and establish a small business.

Q: In what ways are employees encour-aged to participate in the philan-thropic spirit?

Wells Fargo encourages team members to get involved in their communities and many are community leaders and volunteers. They learn local needs first-hand, and then they bring the right resources together so Wells Fargo can help.

They give their time to teach money man-agement skills, build homes, mentor youth, fundraise and serve on nonprofit boards. In 2010, more than 39,386 Wells Fargo team members nationwide volunteered 1.3 mil-lion hours. That time is worth $28.2 million according to a calculation of the value of a volunteer hour by Independent Sector, a coali-tion of 550 philanthropic organizations. And, in 2010, team members in Greater Los Ange-

les also reported more than 27,724 volunteer hours serving nonprofit organizations in their communities.

One of the most important contributions our team members can make is using their professional skills and knowledge to help nonprofits with business and organizational projects — building a Web site, fundraising or training volunteers. We know thousands of team members company-wide are serving on nonprofit boards – more than 400 Wells Fargo team members serve on nonprofit boards in Los Angeles. This is how we often find out about projects and organizations that need funding or other support. It’s a critical part of our grassroots community giv-ing strategy.

Volunteer Service AwardsFor team members who are engaged

in their community, Wells Fargo annually awards more than $500,000 in grants to nonprofits where they volunteer through our Volunteer Service Awards and Cash for Your Cause programs.

Volunteer Leave ProgramTo reward our team members who give their

time and service to causes that are important to them, Wells Fargo gives them the opportu-nity to take up to four paid months off work to volunteer with a nonprofit organization or K-12 school of their choice.

Q: How does your organization go about selecting which charitable organiza-tions to work with or donate to?

Wells Fargo makes grants in three primary areas: Community Development, Education, and Human Services. Wells Fargo also is sup-portive of those nonprofit agencies for which Wells Fargo team members have made a commitment to volunteer via direct service or through committee or board membership.

Q: In what ways has philanthropic or charitable behavior manifested itself as part of your corporate culture?

Wells Fargo has a proud history of supporting communities. That spirit has been part of our culture since we opened our doors nearly 160 years ago, and we’ll continue to be respon-sible and active members of our communities because it’s part of our Vision and Values.


“I always say that if you want to own the mar-ket, you have to own the community. Civic engagement is great for business, it’s great for employee retention and morale, and it’s great for your heart. So reach out to local community organizations – the Boys and Girls Club, the local shelter or school – and simply ask what you can do to help. Ask your employees and your customers – they’ll have answers. If you want to do something to make yourself feel real good – do something to help someone else – you’ll feel it in your core and it’s like nothing else.” Jonathan Weedman, head of the Wells Fargo Foundation for Greater Los Angeles

For more about Wells Fargo’s achievements in Social Responsibility: www.wellsfargo.com/about/csr.

A closer look at the philanthropic endeavors of Wells Fargo

If you want to do something to make yourself feel real good – do something to help someone else – you’ll feel it in your core and it’s like nothing else.

Jonathan Weedman, head of the Wells Fargo Foundation for Greater Los Angeles


wellsfargo.com © 2011 Wells Fargo Bank, N.A. All rights reserved. Member FDIC. ECG 667304

Every year, Wells Fargo team members throughout Greater Los Angeles spend thousands of hours of their own free time working to make our communities better for everyone. You’ll find our volunteers in hospitals, libraries, schools, and community centers. You’ll see them walking, running, and bicycling for cures. They weed community gardens and build, paint, and repair homes. They are passionate, dedicated, and tireless in their efforts.

The next time you see a group of Wells Fargo volunteers, stop and say hello. You’ll be talking to people who truly understand the meaning of community spirit.

Giving back to the people of Los Angeles

Hundreds of causes, thousands of hearts

Wells Fargo’s Los Angeles team members show their enthusiasm for Walk MS: Southern California.


Q: At OneWest Bank, how important is philanthropic behavior?

Philanthropy is core to our culture at OneWest Bank and the Bank is committed to using its resources to serve and strengthen the communities where it does business. As part of the Bank’s commitment to philanthropy, in December 2009, the Bank launched the OneWest Foundation to actively invest in the communities in which the Bank operates its branch network. OneWest’s commitment starts at the top “We are very committed to supporting the communities in meaningful ways through our charitable efforts including significant contributions from our employees in community service activities,” said Ste-ven Mnuchin, Chairman of OneWest Bank. “Especially in these difficult economic times, we are very focused on helping to support programs that will have a meaningful impact in the community.”

Q: How long has OneWest Bank been involved in charitable giving?

OneWest Bank has been helping our com-munities since the Bank’s inception in March 2009. As noted above, the Bank launched the OneWest Foundation in December 2009 with a $10 million contribution from the Bank. The Foundation is committed to being a strong community partner by investing in organizations that help build stronger com-munities. The provision of healthcare, afford-able housing, education, and financial literacy are high priorities for the Foundation, as well as other important community development efforts that develop, stabilize or rehabilitate underserved communities.

Q: Has your organization chosen to give back on a local, national or global level? And how was the decision made?

The Foundation was established to actively invest in the communities in which the Bank operates its branch network. OneWest Bank operates 78 branches throughout Southern California, with the majority of the branch footprint being in Los Angeles County.

Q: Please list some of the charitable or non-profit organizations your com-

pany has chosen to partner with and/or donate to and please share a brief descrip-tion of your relationship with each.OneWest Bank’s philanthropic philosophy is to provide significant multi year grants to select partners to launch or expand programs that provide meaningful services, with mea-sureable results to the underserved commu-nities of Los Angeles and Southern California.

The Bank believes that vibrant communities are the result of comprehensive and coor-dinated initiatives that address health care, affordable housing, safety, education, and employment opportunities. As a result, the Bank develops long term partnerships with organizations that have demonstrated leader-ship and a history of proven social impact in a particular field. Current partners and dona-tions include: • Los Angeles Neighborhood Housing Servic-

es (LANHS) to annually support 3,000 low to moderate income families with home-buyer education programs and counseling.

• UCLA Hospital to help launch a program that annually supports 4,000 low to mod-erate income patients at Venice Family

Clinic’s Colen Family Health Center who do not have insurance and require specialty or ongoing care.

• Steps to Success Initiative for the Junior Achievement of Southern California (JA). The program deliver JA’s cutting edge suite of personal economics curricula to 2,740 students in East L.A.

• Cedars-Sinai Medical Center to support the Community Outreach Assistance for Chil-dren’s Health program, which provides free, high-quality healthcare in mobile medical clinics that reach underserved children and their families.

• Juvenile Impact Program (JIP) of the Los Angeles Police Department. JIP works with at-risk youth, immersing them in a boot camp style program that helps them resist gangs, improve school attendance, build relationships and develop self-respect.

Q: In what ways are employees encour-aged to participate in the philan-thropic spirit?

The spirit of philanthropy pervades the orga-nization and is driven from the top down. The Bank’s executive management team volun-teers their time and talent by serving on vari-ous nonprofit boards throughout Southern Cal-ifornia. In addition, the Bank organizes large corporate volunteer events for employees.

Q: How does your organization go about selecting which charitable organiza-tions to work with or donate to?

The Foundation looks for established organiza-tions that have a proven track record of suc-cess, demonstrate a willingness to collaborate, and provide opportunities for Bank employees to get involved. Priority is given to organiza-tions who deliver programs and services which serve low- to moderate-income individuals.

Q: In what ways has philanthropic or charitable behavior manifested itself as part of your corporate culture?

In the past year, at three separate events, OneWest marshalled over 100 employee vol-unteers to dedicate a day to teach the Junior Achievement curricula to students in East L.A. When sign ups were posted for the first JA day, employees were nervous to stand in front of elementary school students and teach. Senior leadership, knowing the value of this program coaxed and cajoled employ-ees to volunteer for the event. The first JA Day was transformative to the OneWest philanthropic spirit and since that day, chari-table behavior has manifested itself deeply within the OneWest employees. Today, vol-unteer spaces fill up immediately and wait-ing lists exist for the next corporate spon-sored volunteer opportunity. Employees

deeply value the opportunity to be involved and have an impact in their communities.

In this spirit since inception, OneWest has chosen to forego any form of holiday party, choosing instead to give back on behalf of our employees by sponsoring the Hollenbeck Youth Center Miracle on 1st Street annual toy giveaway. OneWest employees expanded their giving to Hollenbeck last Christmas on a personal level, by fulfilling childrens Christmas wishes and contributing toys to the toy drive.


We would recommend that a company look-ing to get involved in philanthropic giving for the first time should look at its core capa-bilities and the needs of the communities where it does business. Are there overlaps? Can the company leverage its core capabili-ties to address the needs of the communi-ties where it does business? Aligning com-munity needs with the company’s strengths tends to create more a sustainable social impact and create opportunities for employ-ees to participate. We would also recom-mend supporting organizations who have proven track records with the ability to mea-sure the impact their organization is having on the community they serve.

PHILANTHROPIC SPOTLIGHT: ONEWEST BANK

A closer look at the philanthropic endeavors of OneWest Bank


®

owb.com

As Southern California’s largest hometown bank, OneWest Bank is committed to our neighborhood communities and serving the people of those communities one person at a time. That’s why we’re proud to sponsor an exceptional group of local organizations working hard to support underserved communities throughout Southern California.

© 2011 OneWest Bank, FSB. All rights reserved.

One can make a difference


Board of Directors: Officers

Betsey L. Brewer, Board ChairPartner, Senior Vice President, The Rule Company

Debbie Thorpe, First Vice Chair Real Estate Professional, Coldwell Banker Coastal Alliance

John Odetto, Second Vice ChairSenior Vice President, Business Center Management, Chino Commercial Bank

Hailyn J. Chen, SecretaryLitigator, Munger, Tolles & Olson LLP

Makoto Yamasaki, Chief Financial Offi cer/TreasurerAttorney

Lise L. Luttgens,Chief Executive Offi cer, Girl Scouts of Greater Los Angeles

MISSIONGirl Scouting builds girls of courage, confi dence and character, who make the world a better place.

GEOGRAPHIC SERVICE AREALos Angeles County and parts of Kern, San Bernardino and Ventura counties

VOLUNTEER OPPORTUNITIES• 100th Anniversary Advocate (outreach/events)• Troop/Group Leader• Assistant Troop/Group Leader• Troop/Group First Aider• Troop/Group Camping Advisor• Regular Driver/Chaperone for events/trips• Troop/Group Travel • Adult Learning Facilitator (trainer)• Pathway Consultants (work with girls at a program

center, day camp, event, travel, etc.)• Indirect Volunteer (does not work directly with girls)

FACTSNumber of Employees: 145Year Established: 1958Top Fundraising Sources: Individuals, corporations and foundations GIVING OPPORTUNITIES• Girl Assist/Financial Aid for afterschool programs,

camp and underserved girls• Capital needs at Girl Scout campsites and

properties• Event Sponsorship Opportunities• Program support for our 5 program focus areas:

o STEM (Science, Technology, Engineering, Math)o Arts & Cultureo Business & Financial Literacyo Environment & Outdoor Adventureo Wellness & Healthy Living

• Alumnae Association

Non-Profit Overview

Girl Scouts of Greater Los Angeles801 S. Grand Avenue, Suite 300

Los Angeles, CA 90017

www.GirlScoutsLA.org


MISSIONTransforming Lives through the Power of Work, serving individuals with disabilities and other vocational challenges, as well as businesses, by providing education, training, work experience and job placement services.

2011/2012 GOALSFund Development 2011: $4,051,960Fund Development 2012: $3,835,495Organization-Wide 2011: Increase number of persons served to 95,643; increase job placements to 7,500

VOLUNTEER OPPORTUNITIESGIVS: Goodwill Industries Volunteer Services. These volunteers market and produce fund-raising vintage fashion shows for university alumnae groups, senior centers, and other groups. Production volunteers, models, dressers, seamstresses/ tailors, and show commentators are needed.

FUNDRAISING EVENTSGoodwill Golf Classic (third Monday in September.)

GIVING OPPORTUNITIESFinancial: Grants, monthly or annual gifts, one-time gifts, secure online giving, or mobile text giving campaigns for GoodwillTODAY campaign (renovations to three campuses to expand job programs and create a better working and learning environment for clients with disabilities.) Job training and placement programs including job service centers, mobile (employment) placement service specialists, youth opportunity programs, environmental services (clients with disabilities working in secure document shredding and electronics recycling), and other employment programs and services.In-kind: New and gently used goods, and services.Career Closet: Clothing and accessories donationdrives. The Career Closet offers job seekers free, gently used and new professional attire to prepare them for interviews and new jobs.Bequests and Planned Gifts: Trusts, charitable gift annuities, and life insurance gifts.Vehicle DonationsShopping Goodwill stores: 93% of proceeds are dedicating to mission.

Non-Profit Overview

Officers of the Board of Directors

Peter Starrett, ChairFreeman Spogli & Co.

David Lusk, Vice ChairDeloitte & Touche LLP

Kathleen Johnson, Esq., Second Vice ChairAttorney At Law

Donald F. Crumrine, TreasurerFlaherty & Crumrine

Andrea Almeida-Mack, CFA, SecretaryWestern Asset Management Co.

Charles P. Adams, CPA, Corporate Compliance Offi cerCharles Adams & Associates Inc.

Douglas H. Barr, MSWPresident & CEO

Goodwill Southern California342 N. San Fernando Rd.


(888) 4 GOODWILL • www.goodwillsocal.org

Help us shine in your community.Contract Goodwill Southern California for your company’ssecure shredding and e-waste recycling and destruction.

(323) 539-2130 | GoodwillSoCal.orgNAID (National Association for Information Destruction) Certified

and California State Certified E-waste Collector.

Good for individuals. Good for businesses. Good for the community. Good for the planet.Everyone wins with our secure shredding, e-waste recycling and destruction programs.

By using these services, and through your donations and support, you helpGoodwill Southern California provide skills training, a paycheck and a sense of

dignity for individuals with disabilities and disadvantages.Goodwill. Good for Everyone.


JPMorgan Chase270 Park Avenue, New York, NY 10017-2070

www.jpmorganchase.com/www.chase.com

Non-Profit Overview

MISSIONJPMorgan Chase's philanthropic goal is to be a catalyst for meaningful, positive and sustainable change within our highest-need neighborhoods and communities across the globe.

NONPROFIT ORGANIZATIONS SUPPORTEDThe JPMorgan Chase Foundation directs the majority of its time, attention and investment toward specifi c neighborhoods in cities where we have major operations. These neighborhoods are typically among the most challenged areas of major urban centers, defi ned by unacceptably high rates of poverty and historic disinvestment. JPMorgan Chase works to lead a renaissance in the neighborhood, by engaging the most qualifi ed non-profi t organizations, neighborhood residents, and other sources of public and private advocacy and funding.

The fi rm's philanthropic investments are directed toward three centers of excellence: community development, education, and arts and culture.

EMPLOYEE INVOLVEMENTNearly 13,000 employees generously donated $5.4million, supporting more than 6,300 charitable organizations through the fi rm’s annual employee giving campaign.

JPMorgan Chase provided a match of eligible employee contributions through the campaign, resulting in an additional $3 million to charities.

VOLUNTEERISMIn 2010, employees volunteered more than 275,000 hours

FACTS• Total number of employees:

256,663(companywide)/6,700 (LA County)• Annual Donations: $190 million

companywide/$4.5 million in Los Angeles County

• Year Established: 1799• Service area: Provide services throughout the

city, state and country

2011/2012 GOALSBy leveraging its core competencies and in partnership with nonprofi t anchor institutions, JPMorgan Chase will continue focusing its efforts in the Boyle Heights community of Los Angeles and market-wide to: 1) Create, sustain and expand affordable

permanent supportive housing, especially for low-income individuals and families, those with special needs, foster youth, returning Veteran’s and the elderly

2) Build capacity of small businesses for growth and expansion leading to much-needed job creation and neighborhood revitalization through increasing access to capital and support workforce development efforts that prepare individuals and families for the future

3) Help build assets of low-income families through fi nancial education, budgeting, savings and credit repair

4) Address the needs of all students by targeting efforts that enhance public K-12 classroom instruction and improve academic achievement in mathematics, science, and English Language Arts, and Integrate Arts and Culture into the school day to enhance learning in the classroom

Board of Directors

Los Angeles JPMorgan Chase contributions commit-tee members are locally based Chase executives

Jamie Dimon – CEO

Peter Barker – Chairman of California

Antonio ManningGlobal Philanthropy Regional Executive

Virginia VictorinGlobal Philanthropy Relationship Manager

Sue BaadenBusiness Banking Regional Manager

Garrett BlandAsset Management Managing Director

Andy CarneyRetail Financial Services Market Manager

Alice CarrCommunity Development Bank Region Manager

Warren GuinaneGovernment, Non-Profi t, Healthcare Banking Division Manager

Gary HallInvestment Bank Executive Director

Gary KishnerCorporate Communications Manager

Robert LagaceCommercial Bank Middle Market Manager

Marcia LansdonRetail Financial Services Market Manager

Leslie LassiterPrivate Wealth Management Managing Director

R.A. McDonoughInvestment Bank Managing Director

David ShaheenCommercial Bank Group Manager

Michael WalshPrivate Bank Managing Director

Sue WegleitnerCommercial Bank Manager

One of the two refrigerated trucks donated by Chase to LA Foodbank to help increase delivery to local food centers.

Mayor Antonio Villaraigosa, Families in Schools staff and Chase executives at Hollenbeck Middle School. The donation of $250,000 will help get more kids to college by getting more parents involved with their kid’s education.

Three military vets, wounded in war, receiving a donation of a mortgage-free home.


©2011 JPMorgan Chase & Co.

Supporting more than 70 Los Angeles organizations with more than $4.3 million in grants.

We aim to be a catalyst for meaningful, positive and sustainable change within our highest-need neighborhoods and communities across the globe where we have operations. These neighborhoods are typically among the most challenged areas of major urban centers, defined by unacceptably high rates of poverty and historic disinvestment. Chase and J.P. Morgan work hard to lead a renaissance in these neighborhoods, by engaging the most qualified non-profit organizations, neighborhood residents, and other sources of public and private advocacy and funding.

Thanks to organizations such as these, we can affect a positive change in our communities.


Board of Directors

Peter R. Duchesneau, PartnerManatt, Phelps & Phillips, LLPPresidentPatricia FlynnThe Maxima Group LLCVice PresidentBranka V. Olson, AIA, CIDSindik Olson AssociatesPatient Services Co-Chair & Fundraising National BORDr. Cecilia FuChildren’s Hospital Los AngelesSecretary & Patient Services Co-ChairMarina ContrerasTrusteeStan Eskridge, PartnerLampert & EskridgeTrusteeJanet Franklin, MD, MPHAmgen, Inc.TrusteeJeanne Brown GardnerTrusteeVirginia Garner Trustee Timothy HootenHardy Howl Films, IncTrusteeDavid Albert PiercePierce Law Group LLPTrusteeJavier Rivera, Esq.Fox RothschildTrusteePatrick Sabatini Warner Bros. Records TrusteeJayne StaleyTrusteeMelissa WhiteWells Fargo BankTrusteeChristopher Wilno, CPATrustee

Leukemia & Lymphoma SocietyGreater Los Angeles Chapter

6033 W. Century Blvd., Suite 300, Los Angeles, CA 90045

www.lls.org/los • www.facebook.com/llsgreaterla

MISSIONCure leukemia, lymphoma, Hodgkin’s disease and myeloma, and improve the quality of life of patients and their families.

FACTS• Executive Director: Olivia Gertz

• Total number of employees: 38 in the Greater Los Angeles area

• Annual Revenues: $8.5 million raised in Greater Los Angeles Area

• Year Established: 1949

• Service area: Los Angeles, Ventura, Santa Barbara and San Luis Obispo Counties

TOP FUNDRAISING SOURCESCampaign revenue:Team in Training, Light the Night, Man & Woman of the Year, Jack Wagner Celebrity Golf Classic, School & Youth programs.

Sponsorship, individual giving, foundation giving.

2011/2012 GOALSRaise $9 million in Greater Los Angeles area

GIVING OPPORTUNITIESSponsorshipIndividual GivingCorporate GivingFoundation GivingMatching Gifts

VOLUNTEER OPPORTUNITIESOpportunities available for each campaign, as well as ongoing offi ce volunteering. To volunteer, please visit: www.lls.org/los

FUNDRAISING EVENTS/OPPORTUNITIESTeam In Training (multiple annual events)Light the NightMan & Woman of the YearJack Wagner Celebrity Golf ClassicSchool & Youth Programs (Pennies for Patients, Pasta for Pennies, sponsored by Olive Garden & HOP for Leukemia)

Non-Profit Overview

2012 Honored Heroes:

HELPING PATIENTS with blood cancers live BETTER,

LONGER lives.

If you or a loved one needs help, contact us today at (310) 342-5800 or visit www.lls.org/los.

Advocate, Donate or Volunteer

advocacy efforts, making a donation or Train to run or walk a marathon or half

triathlon or hike adventure with the leading endurance sports charity training program, and raise funds for lifesaving research. www.teamintraining.org/los or 310.342.5842

Fundraise with your friends, family and co-workers in the largest evening walk in North America. www.lightthenight.org/los or 310.342.5841

million children raising funds to beat cancer through meaningful service and cooperative teamwork. www.schoolandyouth.org/los or 310.342.5843

Compete for a local and national title by raising the most funds during a highly spirited 10-week challenge. www.mwoy.org/los or 310.846.4706

Fundraising Campaigns

Register Now for a Free Patient Program!

Blood Cancer Highlights Conference

Marriott Warner Center Woodland Hills

Call (310) 342-5838 or visit www.lls.org/los.


PROVIDENCE HEALTH & SERVICES FOUNDATION

PROVIDENCE SAINT JOSEPH FOUNDATION501 SOUTH BUENA VISTA STREET, BURBANK, CA 91505 • 818-847-4673

PROVIDENCE HOLY CROSS FOUNDATION15031 RINALDI STREET, MISSION HILLS, CA 91346 • 818-898-4600

PROVIDENCE TARZANA FOUNDATION18321 CLARK STREET, TARZANA CA 91356 • 818-757-4384

PROVIDENCE LITTLE COMPANY OF MARY FOUNDATION4101 TORRANCE BOULEVARD, TORRANCE, CALIFORNIA 90503 • 310-303-5340

PROVIDENCE TRINITY CARE HOSPICECERRITOS • 866-210-1055 / VALLEY• 818-779-0120 / TORRANCE • 310-530-3800

www.providencefoundationsocal.org

MISSIONAs People of Providencewe reveal God’s love for all,especially the poor and vulnerable, through our compassionate service.R

FACTSTotal number of employees: 38Annual Revenues: $21.5 millionYear Established: 1943Service area: Southern California

TOP FUNDRAISING SOURCESGalas, Golf Tournaments, Direct Mail, Capital Campaigns, Online Giving, Planned Giving, Endowments

2011/2012 GOALSCusumano Family Neuroscience OutpatientCenter, Disney Family Cancer Center Research Initiative and Clinical Trials, Providence Tarzana PICU, PLCM EmergencyDepartment Expansion, PLCM Medical Center Infrastructure enhancements.

GIVING OPPORTUNITIES• Capital Campaigns• Membership Clubs • Friends of the Foundation• Planned Giving 1. Will Bequests – cash or real estate2. Charitable Remainder Trusts3. Charitable Bequest of Retirement

Plans and Life Insurance• Honor/Memorial• Grateful Patient • Ralphs Rewards• Endowment

VOLUNTEER OPPORTUNITIES• Beyond Fifty Senior Program• Clerical Volunteers• Emergency Room Volunteers• Information Desk• Messenger Center• Music Program• Patient Visitor• Pets With Purpose• Spiritual Care Volunteers• Surgery Waiting Room Desk

NON-PROFIT OVERVIEW

EXECUTIVE DIRECTORS

MICHAEL HUNNSenior Vice President, Chief Executive, Southern California Region

PATRICIA E. MODRZEJEWSKIPresident, Valley Service Area

JOSEPH M. ZANETTA President, South Bay Service Area



The power of giving is extraordinary. And there’s no better feeling than

giving from the heart to improve the health of others.

For more than 100 years, Providence Health & Services has been built

on the generosity of people like you. Your help allows our hospitals to

respond to the unique needs of the communities we serve and to make

a difference in our neighbors’ lives. Your gift can support any of our

medical centers’ programs, fund state-of-the-art facilities, or provide

health services to the growing number of people who can’t afford care.

You choose how your donation will be used. And when you give to

Providence, you’re helping create not only a better hospital but also a

better community — one person at a time. You may not know them.

But your generosity will change their lives for the better. Forever. That’s

the power of giving.

This holiday season, support our mission for good health with a

tax-deductible donation to the Providence Foundation in your

community. Make your gift at www.providencedonations.org or

call our Foundation offices at (818) 847-HOPE for our valley hospitals

or (310) 303-5340 for our South Bay hospitals. To make a donation to

Providence TrinityCare Hospice or Providence TrinityKids Care for our

hospice services please call (310) 257-3535.

providence health & services southern california

This holiday season, give someone the gift of a healthier tomorrow.

Providence Holy CrossMedical CenterMission Hills

Providence TarzanaMedical CenterTarzana

Providence Saint JosephMedical CenterBurbank

Providence Little Company ofMary Medical CenterSan Pedro

Providence Little Company ofMary Medical CenterTorrance

PROVIDENCE MEDICAL CENTERS


The Annenberg Foundation2000 Avenue of the Stars, Suite 1000 S


www.annenbergfoundation.org

Board of Directors

Wallis AnnenbergChairman of the Board, President and CEO

Lauren BonVice President and Director

Gregory Annenberg WeingartenVice President and Director

Charles Annenberg WeingartenVice President and Director

Courtesy of the Korean Youth and Community Center

Courtesy of the Debbie Allen Dance Academy

Courtesy of the Downtown Women’s Center

MISSIONThe Annenberg Foundation is a family foundation that provides funding and support to nonprofi t organizations in the United States and globally. The Foundation and its Board of Directors are also directly involved in the community with innovative projects that further its mission to advance the public well-being through improved communication. The Foundation encourages the development of effective ways to share ideas and knowledge.

2011/2012 GOALSWe support nonprofi ts through grantmaking and capacity building. In addition, the foundation operates a number of initiatives and direct charitable activities that enable the Board of Directors and staff to be involved in the community it serves. Among them are the Annenberg Space for Photography, Annenberg Alchemy, Annenberglearner.org, Explore.org, GRoW, and the Metabolic Studio. In LA, future projects that will continue to develop include the Wallis Annenberg Center for Performing Arts and the Wallis Annenberg Companion Animal Center.

Leonard AubeExecutive Director

FACTS• Total number of employees: 74

• Annual Donations: $81,217,074 in donations given during the fi scal year ending 6/30/2011.

• Year Established: 1989

• Service area: worldwide

EMPLOYEE INVOLVEMENTThe staff is directly involved in operating the initiatives and direct charitable activities. Employee matching grants to qualifi ed nonprofi ts are encouraged and supported.

FUNDRAISING EVENTS/OPPORTUNITIESEvents and opportunities include the public’s participation in exhibits, lectures, art, performances, fi lm screenings, family activities and programs offered through the foundation’s initiatives and direct charitable activities.

VOLUNTEERISMThe Foundation encourages volunteerism with its grantees. Staff members are involved in a wide range of volunteer and other community service activities.

Non-Profit Overview

Courtesy of Heal the Bay


THE ANNENBERG SPACE FOR PHOTOGRAPHY

ALCHEMY

METABOLIC STUDIO

ANNENBERGCOMMUNITY BEACH HOUSE

WALLIS ANNENBERGCENTER FOR THE PERFORMING ARTS

EXPLORE

THE ANNENBERG SPACE FOR PHOTOGRAPHY Presenting digital and print photography

METABOLIC STUDIOThe intersection of art and philanthropy

GRoWSupporting innovative projects around the world

EXPLOREChampioning the selfless acts of others

LEARNER.ORGAdvancing excellent teaching in American schools

ANNENBERG COMMUNITY BEACH HOUSESanta Monica landmark open to the public

ALCHEMYInspiring nonprofits to greatness through the leaders among us

WALLIS ANNENBERG CENTER FOR THE PERFORMING ARTSOpening in the Fall of 2013

he Annenberg Foundation celebrates22 years of supporting nonprofits through grantmaking

and our involvement in the community.

T

GRoW

LEARNER.ORG

ANNENBERGFOUNDATION.ORG


YWCA Greater Los Angeles3345 Wilshire Blvd., Ste. 300


(213) 365-2991 • www.ywcagla.org

MISSIONEliminating Racism, Empowering Women

VISIONCreating Safe Spaces to Live, Learn and Grow

FACTS• Year Established: 1984• Service area: Los Angeles

EXECUTIVE DIRECTOR/CEOFaye Washington

ANNUAL FUNDRAISING EVENTS2012 Phenomenal Woman Awards Luncheon May 16, 20122012 Black & White Benefactrix BallNovember 2012

2011/2012 GOALSThe YWCA Greater Los Angeles Downtown Empowerment Village is born from a vision that speaks to the needs necessary to transform every Job Corps graduate into an empowered economically balanced member of our community. It draws upon the success of the Urban Campus building project that delivers the foundation for economic and academic achievement. The primary mission is to provide the opportunity to successfully transition Job Corps students to the next stages of their lives of self-suffi ciency and well-being. • The Job Corps empowerment village looks to

the model of the modern “university” used to establish such institutions as the University

of Southern California and the University of California system. In the evolution of the modern university, the setting has been expanded to address the interests and needs of students beyond solely academic, rather providing a holistic approach to support the development of the full person. The traditional university nurtures and strives to provide the student with preparedness for a successful life and meaningful contributor to the society as a whole. So too, the YWCA GLA Downtown Empowerment Village endeavors to create the same environment for its Job Corps students: to support the academic advancement for at-risk young students in the same manner as the typical USC/UCLA young student.

• An ambitious plan to create an environment of success and achievement for the Job Corps community.

• A plan strategically designed to garner all available public and private resources to provide an economically sound project benefi cial to the community overall.

• Necessary to elevate the quality of life for the greater society.

• Serving a population in critical need of training, education and social support and health services.

• Moving low income youth from life -long dependency to self-suffi ciency.

• State of the Art facility for technology-driven workforce training.

• Contributing to the redevelopment and revitalization efforts in Downtown Los Angeles.

• The Village will include AFFORDABLE HOUSING that will serve to assist graduates as they transition from school and work.

• The Village will provide AFFORDABLE CHILD CARE to serve Job Corps students and graduates as well as the downtown Los Angeles community overall.

• The Village will contain a SUPERMARKET, eateries, and businesses on site that will provide easy access to places of employment for Job Corps students and graduates.

• a HEALTH & FITNESS CENTER to promote healthy living with a gymnasium with membership open to the Job Corps, downtown business, civic and residential communities.

• Arts & Cultural Center Complex which will provide both a learning opportunity for students in the world of the arts as well as a center for the downtown community to come and appreciate various art exhibits and performances.

• The Village will include a SCHOOL OF BUSINESS complete with business incubator opportunities for aspiring Job Corps entrepreneurs.

• PARKING

Why Now?It is Strategic. It is Ambitious. It is Necessary!

GIVING & VOLUNTEER OPPORTUNITIESContact Tracy Solomon ClarkDirector of DevelopmentYWCA Greater Los [email protected] direct

Non-Profit Overview

For YWCA Greater Los Angeles, It Takes A Village…

Just months away from its grand opening, many call the newly constructed YWCA Greater Los Angeles Downtown Urban Campus, the house that love built. The fully funded, seven-story, 154,000 square foot facility, is a dream come true, not just for the students and staff who will call the space home, but for the Los Angeles downtown community as well. The campus will feature a state-of-the-art digital library, amphitheater, dormitories, student lounges, cafeteria, medical and dental facilities , green spaces and the new executive offi ces of the YWCA Greater Los Angeles (YWCA GLA). YWCA GLA provides housing, dental and medical supportive services, vocational training and meals at no cost to Job Corps student participants. Most Job Corps students are at-risk, previously homeless or emancipated foster kids, ages 16-24 years, and rely on the YWCA GLA’s resources to provide a blueprint for self-suffi ciency. Many companies, such as PCL Construction and its subcontractors, work directly with YWCA GLA to train Job Corps student apprentices with industry-specifi c skill sets. The benefi t to the business community is gaining highly skilled, well trained candidates in the workforce, with a clear understanding of industry and company practices. The benefi t to the students is obtaining specialized training that puts them on the fast track to job stability and growth. The YWCA GLA Job Corps program won seven awards by the national Job Corps offi ce; including #1 in the region for Job Corps graduate job placement and #5 in the nation for post enrollment placement. Now, with the downtown Urban Campus close to completion, the next step for YWCA GLA is to move in the strategic direction of creating an Empowerment Village. The Empowerment Village will surround the Urban Campus to provide affordable housing, a business school, health complex, art center and retail stores, to be anchored by a major grocery store chain to serve Job Corps students, graduates and the Los Angeles downtown community at large. Faye Washington, CEO of YWCA GLA said, “The Empowerment Village is the natural progression to the downtown Urban Campus. When we teach fi nancial literacy to our students, we train them to be competitive candidates in the workplace and business community. The strategic next step that will hold a triple net bottom line in community benefi t, is the Empowerment Village. The Village will create a community for our graduates and others like them, where, as new members to the workforce, they will effectively apply all that they have learned and can afford to live well and to thrive.”


80% of companies that do not recover from a disaster within one month are likely to go out of business.

Is your business prepared?

Southern California is long overdue for the “Big One.” One thing we know for sure—if an earthquake or other disaster occurs, individuals and families in the L.A. area will turn to the local Red Cross to provide relief. That is

why the American Red Cross is launching Prepare LA, a three-year campaign to engage Los Angeles area residents to get prepared.

priorities—those activities and investments that are vital to building resilient communities. To achieve these goals, the Red Cross will require $15 million to be raised over three years.

We urge you to take part in the Prepare LA Campaign. Your gift is a contribution to building the critically important support structure that the Red Cross provides to the Los Angeles community.

Learn more about this crucial initiative at preparela.org.

MISSIONThe American Red Cross is a humanitarian organization led by volunteers and guided by its congressional charter and the fundamental principals of the International Red Cross Movement to provide relief to victims of disasters and help people prevent, prepare for and respond to emergencies.

FACTSTotal # of Employees: 80Annual Revenues: $16,245,517Year Established: 1918Geographic Service Area: Los Angeles County

GIVING OPPORTUNITIES: You can make a difference today. When a neighbor’s house burns down. When someone needs a lifesaving blood transfusion. When a family needs to contact a deployed service member in an emergency. When a child needs a hug and a blanket. Your gift supports the lifesaving mission of the American Red Cross in your community, throughout the country and around the world.

Ways you can give: Donate Online, By Telephone or Mail, In-Kind Contributions, Workplace Giving, Corporate Gifts, Stocks & Securities, Tribute & Memorial Gifts, Bequests, Tiffany Circle, Clara Barton Legacy Society, and Vehicle Donations. The chapter also offers a variety of “Event Sponsorship” opportunities to individuals, businesses and organizations to co-brand with the Red Cross through annual celebrity fundraising events and projects.

2011/2012 GOALSThis January, American Red Cross will launch a three year campaign to engage Los Angeles County communities in preparing for a catastrophic disaster called PrepareLA+. The primary objectives for PrepareLA+ are:

STRENGTHEN the capacity of the American Red Cross to meet the federal mandate of feeding, sheltering, and caring for citizens of Los Angeles following a catastrophic event; RECRUIT, TRAIN, MANAGE AND DEPLOY a cadre of skilled disaster volunteers—our most valuable asset; PARTNER with our communities to ensure they have the plans and personnel necessary to support effective and immediate disaster relief; and EMPOWER ordinary people with the lifesaving skills and preparedness education to do extraordinary things in the face of emergencies.

Working in collaboration with other Red Cross chapters in the Los Angeles region, The Red Cross will use PrepareLA+ to engage volunteers, partners, businesses and the community to increase its capacity, awareness, and preparedness efforts to deliver the Red Cross‘ highest priorities—those activities and investments that are vital to building resilient communities.

FUNDRAISING EVENTS/OPPORTUNITIES:• “Heroes Breakfast” California Club (November of each year)

Annual Event November 17, 2011• United Rockers 4U, Benefi t Concert for the Red Cross

December 15, 2011, Hard Rock, Hollywood• March” Red Cross Month” Annual Giving Campaign• Red Tie Affair Fundraising Gala, Fairmont Miramar Hotel

April 21st, 2012

Non-Profit Overview

Officers of the Board of Directors

Jeff Sakaguchi – Board ChairLeadership Volunteer

Martin Cozyn – Vice ChairExecutive Vice PresidentHuman ResourcesOccidental Petroleum

David DiCristofaro – Vice ChairRegional PresidentGreater San Gabriel ValleyWells Fargo LA Metro Region

Barbara Mathews —Vice ChairVice President, Assoc. Gen. Counsel Chief Gover-nance Offi cer and Corporate SecretaryEdison InternationalSo Cal Edison Company

Marianne Lamutt – SecretaryExecutive Vice PresidentHuman ResourcesCity National Bank

American Red Cross Los Angeles Region

11355 Ohio Avenue, Los Angeles CA. 90025

310-445-9900 • www.redcrossLA.org

David Spade receives National Red Cross Heroes Award at recent Heroes Breakfast award ceremony held 11/17/11 at the California Club.(left to right) David Spade, Dr. Rob Amonic, Board Chair, Santa Monica Red Cross, Paul Schulz, CEO, Red Cross Los Angeles Region.

corporate citizenship & philanthropyphilanthropy. “but the sobering reality is that many...

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