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You are here > Home > A Real Life Approach to Endowment Building



A Real Life Approach to Endowment Building

by Cynthia M. Adams, CEO, GrantStation

Part One – Are You Ready to Build an Endowment?

Part Two – Initial Decision-Making: Why You Need an Endowment

Part Three – Initial Decision-Making: The Fund's Structure and Management

Part Four – One Step at a Time: The MOA and a Name

Part Five – The Best Laid Plans

Part Six – The Quiet Campaign

Part Seven – Tying off Loose Ends: Opening Pandora's Box

Part Eight – The Advisory Board Work Session

Part Nine – First Gifts, Next Steps

Part Ten – Endowment FAQ: Answering Readers' Questions

One Step at a Time: The MOA and a Name
Part Four

Last week, I explained how the Advisory Board developed the motion necessary to pursue the establishment of the endowment fund. At the next Board of Directors meeting, where the motion was passed, I promised to help work out the details of the Memorandum of Agreement (MOA) with the Community Foundation that's on board to manage the fund.

Here's an example of the MOA, as it was presented to us by the Community Foundation.

What kinds of questions and concerns did we have?

Concerns included:

  • If something happens to the Community Foundation (they are sued, or go out of business) would our endowment be at risk?
  • If something happens to our organization, who decides where our endowment goes?
  • Can the Community Foundation change the 1% administrative fee without any notice? If we do get notice, how much time will we have between the notice and when the fee is due?
  • Can we have quarterly and annual reports on fund management, including the growth of the fund?

Based on these concerns, I developed a list of questions and sent them to the Community Foundation. They answered some of my questions immediately. They'd never encountered some of the other questions and needed to take them to their Finance Committee for clarification.

I didn't want to lose momentum at this point and I asked if they could answer the questions within the next two weeks so we could draft the final MOA and bring it to the Executive Committee of our Board for review and signature.

You'll note I said the Executive Committee of the Board. I stated several times in the full Board meeting, and again afterwards to the Board President, that this final MOA should only be reviewed by the Executive Committee, not the full Board. Again, the idea was to retain momentum.

While we were waiting for the Community Foundation's Finance Committee to answer our questions, I thought it would be smart to settle on a name for the fund. To do this, our working committee developed a list of potential names, and then we sent out a survey using Zoomerang as our survey tool. I sent the list of possible names to the full Board of Directors, Advisory Board, staff, and some volunteers.

If you were following a step-by-step tutorial on establishing an endowment fund, you'd want to focus on writing the Case Statement next.

But life doesn't like us to get too comfortable. Life likes to present us with challenges, as you'll read in the article next week.

 

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