Generational Philanthropy Models

We keep waiting for younger wealthy donors to "mature" into traditional philanthropy. They're not going to. I've been watching how the next generation of ultra-high-net-worth donors operates, and it's fundamentally different from their parents. They expect evidence. Real measurement, real outcomes, real clarity about where the money goes. Vague answers don't cut it. They give through different vehicles. DAFs, pooled funds, impact investing. The traditional "write a check to the annual fund" model isn't how they think about moving money. They don't wait for retirement to start giving. Their parents treated major philanthropy as a legacy project. This generation gives while they're still building wealth. They bring more than money. Volunteerism, advocacy, strategic advising. They want to use everything they have, not just their checkbook. And they care deeply about systemic change. Root causes over band-aids. Changing systems rather than helping one person at a time. None of this is bad news for fundraisers. But it does mean the old playbook needs updating. P.S. Every month in Cause & Capital, I break down what's actually shifting in philanthropy: causeandcapital.com

What if the real disruption in philanthropy isn’t about more money - it’s about who governs it? In 2025, two seismic shifts are colliding: 1. A generational wealth shift: the global ultra-high-net-worth population is expanding rapidly, and younger donors are emerging with different expectations. 2. A governance pivot: more donors are demanding board-like seats, not just check-books. According to the 11 Trends in Philanthropy for 2025 report by the Dorothy A. Johnson Center for Philanthropy, “limited-life philanthropy” and donor-advised funds are now tools of strategic governance - not passive giving. And Altrata’s Major Donor Fundraising in 2025 notes that 70% of next-gen donors want measurable influence in the organizations they support. We’re watching the architecture of philanthropy tilt - from capital controlling outcomes, to capital co-creating governance. The result? A new kind of distributed power, where money doesn’t just fund systems - it sits inside them. 🧭 Giving is shifting to governing. Donors want to steer outcomes, influence metrics, enforce accountability. 🧠 Structures once separate - boardrooms vs funding rooms - are merging. 🌍 A donor might now sit on a fund’s steering committee, shape KPI dashboards, or demand real-time impact data. In the Gulf, this transition is already visible. Entities like Dubai Cares, Alwaleed Philanthropies, and Abdul Latif Jameel Poverty Action Lab (J-PAL) MENA are experimenting with hybrid governance models - blending public, private, and philanthropic decision-making. It’s reshaping how capital, policy, and community design now converge. But here’s the paradox: The more donors sit on boards, the more blurred the line becomes between accountability and control. When every donor wants a seat - who protects the system from over-governance? In my advisory work with ecosystem builders and social investors, this tension comes up constantly. A Middle-East family office recently declined a large one-off grant, asking instead for “board observer seats,” quarterly dashboards, and exit rights if milestones drifted. Elsewhere, impact trusts are embedding sunset clauses and tying giving to adaptive outcomes - making the donor the board, and the foundation the vehicle. Maybe the endgame isn’t fewer foundations - it’s smarter ones, where every dollar has a seat at the table. Because if philanthropy is governance, then the next decade’s biggest innovation won’t be in giving. It’ll be in how we share power. 💬 Happy to dive deeper if you’re exploring how donor governance and collective capital are evolving - I learn a lot from different contexts.

For years, the big transfer of wealth—Baby Boomers passing down trillions to the next generation—has dominated fundraising discussions. But recent findings from Charles Schwab reveal a more complex and generationally nuanced story about how high-net-worth individuals are thinking about wealth transfer and philanthropy. ⭐ Baby Boomers (Ages 60 to 78) ⭐ Millionaire Boomers are less likely to share their wealth during their lifetime compared to younger generations. Their focus remains on preserving financial security and independence, often prioritizing their own enjoyment of wealth over immediate transfers to heirs or philanthropic giving. ⭐ Gen X (Ages 44 to 59) ⭐ As the “sandwich generation,” Gen Xers face unique pressures, balancing support for aging parents and their own children. Interestingly, Gen X millionaires are twice as likely as Boomers to prefer passing wealth to the next generation during their lifetime. This generation tends to be practical and outcome-driven, taking a measured approach to giving while ensuring their financial planning supports multiple priorities. ⭐ Millennials (Ages 28 to 43) ⭐ Millennials are leading the charge in reshaping wealth transfer. They are significantly more likely to want their wealth to make an impact now, whether through philanthropy or sharing it with heirs during their lifetime. Transparency and sustainability are key values for this generation. The study also highlights broader trends: ➡️ Three in five wealthy Americans who intend to pass on wealth say they started planning before the age of 45. ➡️ Over half began their wealth transfer planning once they reached a net worth of $1 million. These findings challenge assumptions about when—and how much—wealth will flow into philanthropy. Read the full Schwab study here: https://lnkd.in/gnwyPytC

Stop Giving Away Money. Start Investing in Your Legacy. If your philanthropy is just writing cheques, you’re wasting your greatest asset: your family’s influence. Most donations disappear. Very few create lasting change. And even fewer strengthen the family behind the giving. In this guide, I’ll show you the three P’s that turn simple charity into generational impact. This matters because unfocused giving achieves little and unites no one. Many wealthy families give millions over decades yet cannot point to a single measurable success. Meanwhile, global trends show that strategic philanthropy creates the highest return when it connects a family’s core values, business knowledge, and relationships to the causes they support. The shift we need is simple: stop giving money away; start investing in change that reflects your family’s purpose. The first shift is alignment. Your giving must match your values and your identity as a family. If your wealth came from technology, fund tech education. If your family cares deeply about agriculture, invest in food security. Purpose-driven giving focuses your energy and gives your philanthropy meaning. When families donate to trending causes or scatter funds across many unrelated projects, they dilute their impact and lose the ability to measure success. The second shift is discipline. Treat your foundation like a business unit. Set clear performance expectations. Review outcomes. Invite the Next Gen into governance roles. When giving is structured, it becomes impactful. When it isn’t, it becomes a dumping ground for excess funds or another source of family conflict. Governance protects your philanthropy from chaos. The final shift is stewardship. Use your philanthropic work to train the Next Generation in leadership, budgeting, due diligence, and diplomacy. Giving them responsibility for the foundation is the safest test of their readiness to manage larger wealth. Philanthropy should build competence and character, not entitlement. Handing over a foundation without accountability is one of the biggest mistakes wealthy families make. Stop giving charity. Start investing in legacy. Strategic philanthropy strengthens your family, sharpens your identity, and creates impact that outlives every Naira you donate.

The Generational Bridge Cathedral builders planned for generations they'd never meet. Today's nonprofit leaders face an unprecedented challenge: engaging donors whose philanthropic values, communication preferences, and impact expectations span multiple generations. But here's what Bill Shore's cathedral metaphor teaches us: the most enduring institutions don't chase generational trends – they build bridges that connect generational strengths. Consider this framework: ➡️ Silent Generation/Boomers: Bring institutional loyalty and substantial assets ➡️ Gen X: Offer entrepreneurial thinking and systems perspective ➡️ Millennials/Gen Z: Provide innovation mindset and social justice focus Instead of segmenting by generation, what if we integrated generational strengths? The most successful social enterprises I've coached create multigenerational leadership teams where: *️⃣ Wisdom informs innovation *️⃣ Experience guides experimentation *️⃣ Tradition enables transformation *️⃣ Legacy thinking inspires immediate action Cathedral builders succeeded because they honored the past while building the future. Your organization needs both the accumulated wisdom of longtime supporters and the fresh perspective of emerging philanthropists. How are you building generational bridges instead of generational silos? #multigenerationalfundraising #nonprofitleadership #philanthropicbridge

There are many critical inflection points in family philanthropy. One of the most profound is when the second generation begins to lead and must determine how best to operate in the absence of the founder. In my work with families, I often see a new dynamic emerge in the second generation as family members ask: Should giving be an expression of the interests of individual participants or a shared expression of the priorities of the family? If families decide to work together as a collective, they must take intentional steps to make this happen. The National Center for Family Philanthropy (NCFP) report on Complex, Multigenerational Families by Ashley Blanchard and Wendy Ulaszek, Ph.D. provides guidance. Here are four points to consider: 1. Embrace a perspective shift: Working together in a collaborative fashion requires a shift from a mindset of ownership to one of stewardship. 2. Be explicit about the goal of collaboration: Don’t let ambiguity breed tension. Clearly define the foundation’s primary purpose. Is it designed to support individual preferences or a shared vision? One must be primary for the organization to succeed. 3. Create a release valve: Collaboration is easier when family members have other outlets for personal giving. Overall, limit individuation but do delineate specific pots for individual giving. 4. Prepare the next generation: The third generation and beyond are often more eager to collaborate. Because they are further removed from the wealth creation, they prioritize family connection and shared learning over individual control. Provide them with opportunities to work together and integrate them into the work of the philanthropy. Family philanthropy can be at its most effective when we choose collective purpose over individual preference. If your family is navigating the tension between individual preference and collective purpose, let this report and its companion guide be your roadmap to success. I encourage you to read the full report below.

The 2025 HNW Philanthropy Reports every wealth advisor should read: Bank of America's Study of Philanthropy (Sept 2025), Barclay Private Bank's Modern Philanthropist Report (Oct 2025) and Campden Wealth's Family Office Operational Excellence Report. If you look at the news (not least of which that of these leaked texts) humanity, seems to be hanging on to the hairy edge atm. It might be a good time to consider what we each can do to make this place a bit more....loving, holistic, safe. I'll put the links to each report in the comments. Down to some interesting stats: Wealthy families are giving more than ever (median donations up 118% since 2019, Barclays). However, 1 in 4 family offices lack any plan for managing their investable assets. (Campden) UK high-net-worth individuals gave £11.3 billion in 2024 (Barclays). In the US, 87% of households with $5M+ made charitable contributions, with 48% of families worth $5-20M establishing formal giving vehicles (Bank of America). Potential Generational Divide: Despite planning to leave 75% of estates to children and grandchildren, only 13% involve younger relatives in charitable decisions (Bank of America). This could be why so much research indicates once the wealth is transferred, next gens or spouses will often fire the pre-existing wealth manager. 80% of 18-34 year-olds expecting £5M+ inheritances plan charitable giving (Barclays)—but approach it completely differently. Under-35s are data-driven "impact-seekers." Ages 35-54 are "legacy planners" seeking structure. Age 55+ are "formed philanthropists" with established relationships (Barclays). Among "expert donors," 62% monitor effectiveness vs just 20% of all donors (Bank of America). This isn't about being controlling. It's about being intentional. These particular families have moved from passive generosity to active stewardship. 𝗔𝗰𝘁𝗶𝗻𝗴 𝗼𝗻 𝗣𝘂𝗿𝗽𝗼𝘀𝗲: Campden's research reveals 65% have no plan for how wealth connects to social causes. Let that sink in. Only 23% have a fully documented "strong plan" on how investments align with family purpose. Yet 62% cite "purpose of family capital" as the #1 educational topic for next-gen engagement (!) 𝗣𝗵𝗶𝗹𝗮𝗻𝘁𝗵𝗿𝗼𝗽𝘆 𝗮𝘀 𝘁𝗵𝗲 𝗕𝗿𝗶𝗱𝗴𝗲 Structured giving - considered dialogue around giving - provides (much needed) shared purpose - shared decision-making where next-gen leadership develops, common ground is found, and natural conversations about what wealth is 𝘧𝘰𝘳 can be explored. This is how cohesion can be fostered. With $80+ trillion transferring globally and generations bringing different expectations, philanthropy conversations aren't just optional - they're an opportunity. An opportunity for connection, collaboration, 𝘢𝘯𝘥 𝘮𝘢𝘺𝘣𝘦 𝘦𝘷𝘦𝘯 𝘤𝘰𝘶𝘳𝘢𝘨𝘦𝘰𝘶𝘴 𝘤𝘩𝘢𝘯𝘨𝘦.

Among many UHNI families, giving has become more structured through foundations, institutional partnerships, and visible acts of philanthropy. But the more interesting question is what is being given and how. Because what shapes the next generation’s mindset is in the context: in the conversations around why we give, in the choices families make to participate beyond just contributing, and in moments where children are brought into the process early through their effort and presence. I’ve been fortunate to meet and work with a few remarkable philanthropists who consciously involve their children. A parent once shared how she cooks a meal with her children for the residents of a blind home. Not simply fund the food or outsource it, rather to show up and prepare it with care. That was her way of teaching that true giving also means being present, with intent. This philosophy is lived and embodied by Ms. Jaishree Goyal, Founder of Anandaya Foundation. I had the privilege of discussing this very idea with her. She shared how she’s instilling these values in her two children by taking them along to her foundation and engaging them at the grassroots. It was inspiring to see how purpose, compassion, and responsibility are passed on so intentionally. For families who want to pass on wealth and stewardship, the rituals around giving matter. They tell the next generation: this is who we are, even when no one is watching. The next generation should inherit the wealth, along with the values that created it. #GivingBack #FamilyValues #Wealth #Legacy #Philantrophy #UHNI #HNI #FamilyOffice Rajmohan Krishnan Entrust Family Office

The recent decision by Warren Buffett to accelerate the transfer of his wealth to his children’s foundations, while separating that process entirely from the business succession, marks a notable trend.    The Great Wealth Transfer is no longer a prediction, it’s here, and rapidly reshaping global philanthropy. This sets a powerful precedent: empowering the next generation means trusting them to execute the mission in their own way, ensuring that the legacy of commitment continues long before the last cheque is written. It gives them the necessary time, resources, and authority to engage in the audacious, long-term thinking required to tackle systemic issues. They gain the runway needed to fail, learn, and persevere - the very definition of a moonshot mindset. We already know that younger wealth holders want purpose and transparency. They want to be activists, not passive donors. By granting them control over their philanthropic missions today, the old guard provides the most valuable gift of all: the time and mandate to take risks that traditional giving models cannot afford. https://lnkd.in/ezWeQz7A