philanthropic lives. the unique experiences of eight uk philanthropists

8/3/2019 Philanthropic Lives. the Unique Experiences of Eight UK Philanthropists

http://slidepdf.com/reader/full/philanthropic-lives-the-unique-experiences-of-eight-uk-philanthropists 1/30

Philanthropic LivesThe unique experiences

of eight UK philanthropists



I am elighte to introuce Plap Lvs, a publication that looks at eight outstaning UK philanthropists’

lives in the hope o inspiring ou to articulate our own vision an to help spark, or ne tune, our own

philanthropic eneavours.

At J.P. Morgan Private Bank, we bring together all the isciplines o wealth management to avance our clients’

goals. As charitable giving in the UK rebouns rom the shock o the 2008 nancial crisis, our aim is to help our

clients not onl to give but to give eectivel.

What this paper shows is that giving, one well, can orm a critical an rewaring part o one’s ientit — as it

oes ours. Starting with John Pierpont Morgan himsel, our rm has been eicate to eective philanthrop. In

2010, our ounation mae grants o US$150million an we are committe to making these uns work har

or the greater goo.

Turning a philanthropic vision into a realit is challenging. Whether ou woul like avice in shaping our giving,

or support in implementing it, we are committe to helping ou as ou seek to help others.

Oii Gic

Hea o J.P. Morgan Private Bank, UK & Irelan



I sv t stp accumuati a bith iity m sius a ifcut

tas is istibuti.

Andrew CArnegIe,

ScottiSh-AmericAn induStriALiSt, buSineSSmAn,

entrePreneur And A mAjor PhiLAnthroPiSt (1835-1919)

“ ”



P H I L A N T H R O PI C L I V E S 3

We at J.P. Morgan are privileged to work with philanthropists at every stage o theirgiving journeys. Our clients consistently tellus that one o the most valued services weoer is the opportunity or both aspiringand experienced philanthropists to engage with and learn rom each other.

Inspired by their desire to learn rom ellowphilanthropists, our team in the UK reached

out to hear the stories o eight locally basedindividuals who created their wealth in a variety o ways rom entrepreneurialbusinesses to nancial services and noware actively engaged in eective and thought-ul philanthropy, in Europe and beyond.1

One o the most consistent messages theeight delivered is that giving does not have to

begin or end with signing a cheque. Philan-thropy is ullling to these donors because itis a personal git o eort and resources thatmakes a real dierence in other people’s lives.

Many o the themes that emerged in theeight case studies, eatured in the rst parto the booklet, are also evident in the resultso a recent survey o our UK-based clientsabout their philanthropic eorts.2 Our

clients told us:They want to give more than they do •

in act, only 7% o respondents werehappy with the amount they give.Connecting to a cause led them to give•

in the rst place.Caring about a cause would lead them to•

give more.

Receiving more inormation about how•

their donations are spent would leadthem to give more.

An excellent rst response to these desires was delivered by Melinda Gates, co-chair andtrustee o the world’s largest private ounda-tion3 at the 2010 J.P. Morgan Summit onGlobal Health in New York.4 “Start with whatis closest to your heart, what moves you,”

Melinda told attendees. “Lead rom where you’re passionate and start to ask questions.Find experts and partners, people whoseknowledge you can tap into… people inacademia and in non-governmental organisa-tions,” she said. “The more you learn, themore you’ll gure out specically what you want to do.”

We hope that the stories o these eightphilanthropists and the tentative conclusionsthat we draw rom them in the second parto the booklet, will help you nd or ne tune your own connection to philanthropy. It ispart o J.P. Morgan’s ongoing mission toassist clients in eective philanthropy. Thatis why the rm’s UK oce regularly hostsevents at which our clients have the opportu-nity to learn rom other successul donors.5

Our ultimate goal at J.P. Morgan is to helpour clients express their vision in the world.Here we hope to provide some practicalexamples close to home to begin to demon-strate how rewarding philanthropy can be when it is done well and how one might goabout doing it well.

Iocio

1 We commissione New Philanthrop Capital, a UK-base charit, think tank an consultanc, to conuct these interviews with an ee towar uncoveringgeneral attitues to charitable giving amongst our ultra-high-net worth clients. We wante to gain some insights into the reasons wh iniviuals become

philanthropists as well as some o the issues the n can make philanthrop challenging.

2 The surve was conucte b NPC in the autumn o 2010 an was sent to 200 ranoml selecte J.P. Morgan Private Bank clients an complete b

78 iniviuals.

3 The Bill & Melina Gates Founation, base in Seattle, Washington, U.S.

4 The 2010 Summit’s attenees haile rom 14 countries an represente $100 billion in total giving capacit.

5 For more inormation, please contact our usual representative at the Private Bank.



4 P H I L A N T H R O P I C L I V E S

For Kavita Oberoi, one o the UK’s most successul emale entrepreneurs, charity

began in her traditional Indian home. Her ather arrived in the UK in the 1960s withnothing, then built a business and worked extremely hard at it.

Yet he was very generous with his time as well as his money, says Kavita, “alwayshelping people.” Kavita noticed that it was not her ather’s entrepreneurialism orhis business success that lives on in community memory but his philanthropy andacts o generosity.

“i kw wa ’s lk av al

g l a as.”

Kavita also supports a careully selected group o charities. Her overriding passion isto empower women. Her mother encouraged her to go to university and Kavita wasthe rst woman in her amily to get a university degree and be allowed to work.“I know what it’s like to have to battle through culture and taboos,” says Kavita.“I thought i I can do this or somebody else that would be great.”

Unsurprisingly, Kavita not only donates her money but also a great deal o her time:serving the International Girl Guiding and Girl Scouting movement as Chair o the

Global Girls’ Fund and acting as director o the charity Martha’s Oasis, which runs aproject to boost the sel-esteem o girls aged 13 to 17.

It was also the example set by a concerned mother that led Kavita to get heavily involved in philanthropy. While on a trade delegation to Mumbai, Kavita met a woman who, perturbed by the lack o educational opportunities available to herdisabled daughter, had set up the Spastics Society across India. The woman gave apresentation about her organisation’s work. Then, says Kavita, “We met the childrenand it was really inspiring. It was a turning point or me, I thought, ‘I’ve got to get intosomething apart rom building my business’.”

KAVITA OBEROI

FOUNdER ANd MANAGING dIRECTOR OF OBEROI CONSULTINGKavita is an entrepreneur an the ouner an Managing director o the IT an Business HealthcareConsultanc, Oberoi Consulting. She is also co-owner o the global securit compan, Octavian.Kavita appeare on the Channel 4 show, The Secret Millionaire, in August 2008.

Somims w xmKAVitA o beroi




But where to start? A ew years previously, the makers o the Channel 4 televisionshow The Secret Millionaire had contacted Kavita, but she did not eel ready or such acommitment. Each show ollows a millionaire as she or he goes undercover in adeprived area o the UK or a week to ten days. They work and volunteer alongsideindividuals, searching or people or projects to which they might devote some portiono their ortune.

On Kavita’s return rom India, she ound hersel wishing the show would contact her

again and just two weeks later she got an email rom the producers.

Kavita went to Ladywood, Birmingham, to work with “Sister and Voices,” a mentoringprogramme set up by Martha’s Oasis. She began donating to Martha’s Oasis.

“Y a’ vyg, s s s

w y sl s s w.”

Kavita also searched or other long-term projects that could be scaled up or greatest

impact. So she saw as “an amazing opportunity” an email she received asking i she’dbe interested in chairing the Global Girls Fund, which is looking to raise £10m over thenext ve years or the Girl Guides. “To have this level o impact is really rewarding,”says Kavita. “I’m quite privileged to be able to do this.”

The geographical region Kavita supports is not that important to her. “I’m moreinterested in the cause, the people I’ve met within the organisation and the impact it’spotentially going to have.” But she has ound it helpul to choose a strict ocus or thecauses she supports. “You can’t do everything, so this is where my sole ocus is now.”

Kavita recommends that donors go and see the work o a charity. “I’ve met young girlsthrough the Girl Guides and seen some o the skills they’ve developed and you can justsee the impact your work has had.” She believes that people would be inspired to givemore i they saw the work charities do. “It’s hard to do this via marketing messages;I think you’ve got to get hands-on.”

That is why Kavita involves her amily in her charity work, bringing her two girls to volunteering sessions and helping them undraise at their school or the causes they nowsupport as a amily.

In other words, Kavita is setting an example or her own next generation o philanthropists.




Rod Aldridge knows rst-hand the eect that poor education can have. He also knows

the value o entrepreneurship: “My lie has been shaped by my ability to take the rightkind o risks and be condent in doing so.”

Ater what he describes as a “disastrous education”, Rod let school at 16 with ewqualications. He did manage to get a job in local government and work his way toqualiying as an accountant by the time he was 23 years-old. At 37, Rod started hisown business and or the next 20 years built Capita into a market leader providingsupport and proessional services to both the government and private sector in theUK, with a value o over £4bn.

“my l as sap y y aly ak g k sks

a g s.”

Rod also began donating his time to young people 15 years ago, rst as a trustee, thenas a patron o The Prince’s Trust. He is a member o the group that oversees all o thePrince’s charities.

When he retired rom Capita in 2006, he established his own oundation, The AldridgeFoundation, because, he says: “Entrepreneurship changed me and also what I could do

or my amily and or others. I’ve always wanted my oundation to use entrepreneur-ship as a catalyst or social change and to drive up quality in education, as I believethat education opens doors.”

“Y lk aspa a ag ppl a y a

sg – a was y i ysl w g.”

As a result, the Foundation sponsors non-selective academies in areas o long-termdeprivation or underachievement. While still at Capita, Rod set up his rst academy in

Darwen, Lancashire. His second academy is in Brighton, where he was born. “We workin very disadvantaged communities where you need to unlock aspiration andencourage people that they can do something that was the journey I mysel wentthrough.” As a result, Rod says, the academies look to “oster the traits o entrepreneurship in young people, like team-working, taking risks and ambition.”

ROD ALDRIDGE

FOUNdER OF THE CAPITA GROUPRo is an entrepreneur with over 40 ears’ eperience o working in the public an private sectors. He isthe ouner o the Capita Group, retiring in Jul 2006 as Chairman. He establishe The Alrige Founationto continue his charitable activities.

Somims o ow xics s o o csrod ALdridGe




The process o getting the academies up and running was not easy, Rod notes, butthey are proving successul. In 2010, 49% o pupils got A*-C grades at GCSEs, uprom 23% in 2009, and the rst ve o its students went to university.

Rod also hopes the academies will be a resource or the whole community. So they have oces, where students and local residents can learn about business and evenset up their own.

“Y always vala sss,wy as?”

Ever the entrepreneur, Rod works to secure match unding or his projects.“I’m keen to apply commercial principles to my giving,” he explains. “The academiesprogramme is an incredible way o leveraging unding. An investment o £4m onmy part has led to an investment o £70m rom the Department o Education.”

Rod also insists that all his grants and projects have measures built into the process.

“You always evaluate in business, why not in charities?” he asks. “I think donorsshould insist on evaluation when giving grants. It’s not huge or complicated but it’sjust about getting eedback and knowing how the money has been spent.”

His advice to other donors: “Be brave, take a risk and be specic in what you wantto achieve.”

The eort, he adds, is more than worth it. While building Capita was “incredible”,Rod says he believes philanthropy is the best thing he has ever done. “It’s soengaging and real… hugely rewarding. I’m in it or the long-term.”




Ater success as a und manager, Diana Barran’s answer to “what next?” was as simple

as it was proound: Philanthropy. How did she get there? One step at a time and with a little help rom her riends.

Ater graduating rom King’s College, Cambridge in 1980, Diana Barran went into theCity as an investment banker. In 1993, she ounded one o the rst European hedgeunds. Along the way, she married and had our children.

“i’s all g psal s a

i av g vlv w as.”

But her mother had been a reugee feeing Nazism during the war and her ather, while living in South Arica in the early 1950s, set up one o the rst night schools toteach black women to read. So she was raised with a sense that those who areprivileged have a duty to uphold the rights o the less ortunate.

So, when she had the opportunity, she became a ounding trustee o the internationalemergency relie charity Merlin, which was set up by a riend. And she became atrustee o The Henry Smith Charity, which distributes over £25m each year across theUK. And she started working with New Philanthropy Capital, a charity that advises

donors on how to give more eectively.

“It’s all been through personal connections that I have got involved with [these particu-lar] charities,” Diana explains, adding that these were start-up organisations where sheelt she could help most at that time. A lot o her motivation in philanthropy, saysDiana, is “about solving problems, or at least trying to... nding new ways to do things.”This is the constant thread in both her business and her philanthropic work.

By 1999, Diana was ready to take a bit o a leap. She sold her stake in the hedge undand joined New Philanthropy Capital. There, she researched and issued grants to

children’s charities and came to the conclusion that more ocus was needed onamilies suering domestic violence.

DIANA BARRAN

FOUNdER ANd dIRECTOR OF CAAdA (CO-ORdINATEd ACTION AGAINST dOMESTIC ABUSE)diana move rom a career in un management, where she set up one o the irst European hege uns,to oun an run CAAdA (Co-orinate Action Against domestic Abuse), a charit that improves the saeto victims o omestic violence. She was aware the Beacon Prize or Englan in November 2007 or herwork aressing omestic violence.

If o ow, w?diAnA bArrAn




At rst, her CAADA (Co-ordinated Action Against Domestic Abuse) was merely a website set up to share best practices and inormation. Today, she runs this charity that is revolutionising the support given to high-risk victims o domestic abuse.

The charity brings together specially trained Independent Domestic ViolenceAdvisors with the police, health service and social services to address the cases o thehighest-risk victims o abuse. Now, women and children are not automatically expected to go to a reuge or saety but rather helped to live in saety in their own

homes. Last year alone, more than 45,000 victims and 60,000 children were helpedby this approach.

Recently, Diana was asked to become a trustee and to chair the UK grants committeeo Comic Relie.

“Y l p a wa va a ssp

a .”

How might others see i the philanthropy path is right or them? “I you’re not in

the charity world you might not understand how you can help,” Diana says. “Youcould put a toe in the water via a trusteeship or become a mentor.”

As or charities looking to involve potential philanthropists: “I you ask people oradvice or help in their area o expertise it gives them a way in and they see quickly the dierence they have made. Then they’ll nd it easier to see how and i they might play a bigger role, and my experience is that people then quickly get hooked.”

O course, the timing has to be right.

“I I had the choice o doing it all again, I’d denitely have still done hedge unds,”Diana says. “I couldn’t have done my rst ew years unpaid without having earned what I did beore and without the contacts I had.”




James Timpson hasn’t let his amily business to go o and become a philanthropist.

He combines both, using the tools available to him through the business to createsocial change.

First, James has helped his company become the second largest undraiser orChildLine, the UK’s ree condential lieline or children and young people. Timpsonrecently celebrated raising, over the last decade, £2m or ChildLine. A ull £887,300 o which was raised through its ‘ree jobs’ scheme: “A customer comes into the shop, wants a quick job, say a hole in a belt, and in the old days you’d charge them a coupleo quid. But now, instead o charging, we ask them to put a pound in a box orChildLine.” The scheme has gone down incredibly well with customers and sta.

“Our customers think that’s great service and the charity benets.”

Second, James actively recruits ex-oenders or Timpson. However, turningex-oenders into loyal, productive employees is a bit more complicated.

“t tps aly sss asps pa

ly ss a was als ppl.”

It all began when James was visiting a young oenders institution: “The lad showing

me around was a really good guy, so I slipped him a business card and said: ‘When you get out, give me a ring and I’ll give you a job.’ Now he manages one o our shopsin Warrington.” Timpson subsequently took on more ex-oenders: over 120 have worked or the company, with 60 currently employed.

Inmates are taught the skills they’ll need or work in the outside world whilst still inprison. “I’ve got training workshops in Liverpool and Wandsworth, so when the guyscome out they’re ready to go. Beore we oer someone training, we interview themto suss out their personality. I’ll only have someone i they’re an eight, nine, or tenout o ten.”

James reports that 50% o participants stay with his company and do not reoend.

JAMES TIMPSON

MANAGING dIRECTOR OF TIMPSONJames is Managing director o the amil irm Timpson, the UK’s largest shoe repairer, ke cutter,engraver an watch repairer, establishe b his great-great-granather in 1865. As well as raising £2mor ChilLine, Timpson has receive praise or its awar-winning people management, an its polic orecruiting e-prisoners.

Ci m gi ig w o jAmeS timPSon




He is quick to admit that there are rustrations involved in running such ascheme, particularly one so involved with the public sector, which he describes as“a nightmare: overly bureaucratic, too slow, not commercial.” His solution is “tobe pretty bossy. You’ve got to say exactly what you want.”

He’s also taken some knocks in the eight years the ex-oender programme has beenin eect. “We’ve learnt rom our mistakes people who’ve run o with a load o money, or been selling drugs in the shop. We’re more selective in the people we

get now.”

Getting people out o prison on ROTL (Released on Temporary Licence) to work orTimpson during the day while still serving their sentence has made a big dierenceto the scheme’s success. “We’ve had 100% success with this approach. They already understand how to work, and have condence. Every time someone’s come out onROTL they’ve stayed with us.”

“i y wa as ally ss y

a’s s way g s .”

Apparently doing some charity work begets more. For the past two years, James alsohas supported the charity Ater Adoption, a voluntary adoption agency that is one o the largest providers o adoption support in the UK.

It is a cause close to his heart James has two adopted brothers, and his parentsAlex and John ostered more than 80 children in 29 years. His parents were recently awarded the Family Business Philanthropist Beacon Award or their eorts.

Indeed, you could say that the Timpson amily business aspires to repair not only shoes and watches but also people.

Still, there is nothing moralistic about James’ approach to philanthropy. “I you wantto do it because it’s the right thing to do, that’s boring,” he says. “I you want to do itbecause it really interests you then that’s the best way to get the most out o it.”




Herta von Stiegel believes that philanthropy is about more than just wealth: “Everyone

should be a philanthropist. It’s an attitude to giving; it doesn’t matter whether youhave a lot or a little.” She is careul to select organisations that make a real dierence.“I don’t believe in giving or the sake o giving – the way to hell is paved with goodintentions!” And, like James Timpson, she is hoping to combine her commercial work with her desire to have a positive impact where help is needed.

“evy sl a plaps.

i’s a a gvg.”

Growing up behind the iron curtain in Transylvania, Herta and her amily were allowedto leave when she was 18 years-old, paying to relinquish their citizenship. She moved tothe United States, trained as a lawyer, then made a career in investment banking. Hertarelocated to London 20 years ago.

In 2008, she ounded Ariya Capital Group, a private equity rm ocusing on sustainableinvestments in Arica, which has oces in the UK, Jersey and Botswana.

“i s pw

as a’s wa i sa s.”

Herta’s background and ongoing involvement in nance clearly infuences herphilanthropy. “I decided to ocus on economic empowerment because that’s what Iunderstand the most particularly the economic empowerment o women. I think it’s very important that women have choices and that’s dicult i you don’t have nancialresources.” She aims to provide all those that she supports with the tools that will helpthem to break the cycle o poverty.

Herta has worked particularly with two organisations: in 2006 she ounded the

Prince’s Trust Women’s Leadership Group, a committee o infuential women raisingunds to give young disadvantaged women the support they need to move into work,education or training. Her other passion is Opportunity International, the world’ssecond largest micronance organisation. This organisation promotes sustainable,lasting economic development by providing small capital loans to people indeveloping countries in order to help them work their own way out o poverty.

HERTA VON STIEGEL

FOUNdER OF THE PRINCE’S TRUST WOMEN’S LEAdERSHIP GROUPAter working in investment banking an law, Herta set up Aria Capital Group in 2008, a private equitirm base in Botswana, UK an Jerse, which ocuses on sustainable investments in rontier markets.In 2006 she oune the Prince’s Trust Women’s Leaership Group, an she sits on the boar oOpportunit International, the microinance organisation.

M s ossihertA Von StieGeL




Opportunity International serves more than 1.8 million clients worldwide, 84% o whom are women.

Like many philanthropists, Herta is adamant that the causes she supports must besomething in which she personally believes. “You need to educate yoursel. In thiscountry alone there are over 180,000 charities. Anybody who has a little bit o money is inundated with requests and most o us don’t have the time to lter through that.”That is why, Herta notes, it is so important to have advice on how to “give

thoughtully” and to “help tease out what you’re passionate about.”

Herta hersel researches organisations so as to avoid unding corrupt projects.“There’s no substitute or actually checking things out.” Beore getting involved with Opportunity International, or example, she was sceptical about howmicronance would work on the ground, and travelled throughout Arica and Indiato observe the organisation’s work. The result o her travels: “I became convincedthat micronance is very important. It’s not enough, but it is important in breakingthe cycle o poverty.”

“i s w w k lsally a

w g ax pa.” Like many successul people, Herta nds that time is the major limiting actor in herlie. “I’ve had to let things go when I knew that I couldn’t give as much as I wantedto. I’ve had to make tough choices in terms o investing my time.”

One solution was to try to combine her proessional lie with her hopes to eectpositive change.

Herta ounded Ariya Capital with the view that, particularly in rontier markets:“We need to work to have a proper sustainable private equity industry that really invests the maximum return or quantiable social and environmental benet.”

Philanthropy alone is not enough, Herta believes. “Its eectiveness is limitedbecause we think in silos here is my business lie, here is my philanthropy lie,and never the twain shall meet. It is when we think holistically that we get themaximum impact.”




“My ather came [to the UK] as an immigrant and had no money; his abiding memory

was o his parents not being able to pay their ood bill,” says Richard Ross. His ather worked “incredibly hard” and in 1987, to mark a golden wedding anniversary,established The Teresa Rosenbaum Golden Charitable Trust.

“i k y av g a sssl sss

s y y gv sg ak.”

These days Richard runs the multi-million pound oundation now known as theRosetrees Trust. He also chairs his ather’s business, the Edgware-based RegentsmeadLimited, which provides specialist nancing services to the property industry. He doesboth, Richard explains, because: “I think i you have got a successul business it is yourduty to give something back.”

Rosetrees is dedicated to supporting the latest developments in medical research in theUK and abroad. The oundation sponsors young researchers as well as clinicians who want to increase their expertise. The trust mainly gives donations o £3,000 to £10,000, with larger grants as researchers show they are close to making important discoveries.

“When we started we gave to all sorts o causes,” Richard recalls. “But one day a

proessor wrote to me and said he’d like to develop a chemotherapy treatment thatonly targets the area where the cancer actually is. It made me realise that we shouldocus on medical research.”

“i a ly g ally x a a p

i a sa wa s a.”

Richard tries to keep things simple. All researchers applying or grants are asked to llin just one page explaining their project and what they want to do. “I make them write

it in layman’s terms, because I can only get really excited about a project i I canunderstand what it is about.” This light touch the one-page orms plus the smaller“starter” grant approach marks Rosetrees out rom many larger charities and undersin the medical research eld.

RICHARD ROSS

TRUSTEE ANd CHIEF ExECUTIVE OF THE ROSETREES TRUSTRichar is a trustee an Chie Eecutive o the Rosetrees Trust, a amil ounation establishe in 1987 toun lie-changing meical research. Richar, a chartere accountant, has worke or the amil companiesRegentsmea/Earlsmea, which un Rosetrees, since 1967.

W o o o wi w o ?richArd roSS




Richard, an accountant, admits: “I don’t know the rst thing about medicine.” So hehas medical experts peer review the projects. “We initially relied on our ownassessments, but I wanted a medical expert to conrm the medical research is o thehighest quality and likely to lead to early benet.” In addition, the trust recently setup an advisory panel in a more ocial role to advise it on what sort o work itshould be doing.

Richard can also be said to be characterised by a desire to involve others and

publicise philanthropy. Richard’s name was published in the Sunday Times Rich List ,an annual list o the wealthiest people or amilies in the UK. His response:“I went to the author Philip Beresord and told him that I thought he should writenext to people’s names how much they give to charity. That didn’t happen but they did put a page on philanthropy in the paper. That later grew to ve pages and thenthe Giving List was born.” He now sits on the panel o The Ambassador for

Philanthropy. The panel is dedicated to giving philanthropists a voice and discusses ways to promote philanthropy.

“i s agal lp s;

gas xps a l as .”

He not only tells people about the benets o charitable giving, he also tries to makeit easier or them to get involved in supporting medical research. Matching underscan contribute either through Rosetrees or directly to a project Rosetrees has vetted.

“There isn’t a lot o glory in supporting medical research. It can take years to seeresults, which is probably why lots o people don’t und it. Yet when you givesomeone support and see results, it is a antastic eeling.”

The key, though, is to nd whatever cause “sets you on re”, says Richard, adding:“It is magical to help others; one o the greatest experiences that lie has to oer.”




Ten years ago Tom Hughes-Hallett had the choice o heading Barclay’s private banking

in the UK or becoming Chie Executive o Marie Curie Cancer Care. He asked his wieand children to vote and the majority selected the charity. He now describes hisdecision to join the charity sector as “the best decision o my lie.”

“tay, i a’ sp llg y s

w s.”

Despite now running one o the country’s largest charities, Tom says that in the early years, his giving was quite arbitrary. “Like many donors”, he says, “I gave just based on who asked me and whether I liked them, and also on whether I elt some sort o personal connection.” He also says he gave money to charity out o a sense o duty andbecause it was tax-ecient. “It would have seemed odd to me then to think that givingcould be enjoyable,” he says. “Today, I can’t stop telling my riends how much un it is.”

Tom was not emotionally connected to philanthropy even though he grew up withcharities. His great aunt was Esmée Fairbairn, whose husband set up the oundation inher name; his amily members were trustees o that oundation.

The turning point or Tom came in the 1990s when his youngest son had speech

therapy at the Michael Palin Centre or Stammering Children. “The centre is entirely unded by voluntary donations,” he says. “It was the rst time I had personally seenthe dierence voluntary giving could make to a child’s lie.” He went on to becomechairman o the centre and started making what he describes as “signicantdonations.”

Tom now sits on the board o the Esmée Fairbairn Foundation. He’s also become morestructured in his own giving. He set up a oundation, the Emily Hughes-Hallett Fund,in memory o his daughter.

Tom sees his oundation as a antastic way to get his children engaged in philanthropy.

THOMAS HUGHES-HALLETT

CHIEF ExECUTIVE OF THE CHARITy MARIE CURIE CANCER CARETom is Chie Eecutive o the charit Marie Curie Cancer Care. He joine the charit ater a 25-earcareer in the Cit. He has also set up his own charitable ounation, the Emil Hughes-Hallett Fun,an is Chairman o the Michael Palin Centre or Stammering Chilren an a trustee o the EsméeFairbairn Founation.

Cocig moio is kthomAS huGheS-hALLett




“I’ve been happily married or 31 years and I always think that part o the success o my marriage came rom the act we were totally broke when we started out,” he says.“I want my children to have the benet o my wealth but also or things not to be tooeasy or them.”

Each year, one o his three surviving children all trustees o the und and now intheir twenties choose a theme or the trust’s annual ocus. “This year the theme isSuolk, where we live.”

The amily is donating £100,000 to the Suolk Community Foundation because they eel it will help them to better understand the impact o their donation. “I denitely care about impact,” Tom says. “I like the act we can rely on the Suolk Community Foundation to measure the impact o our donation, more so than i we had justchosen to give it all directly to organisations ourselves.”

“t sl pl akwlg

a la gvg.”

But or Tom, philanthropy is more than giving one’s own money and time: it’s alsoabout encouraging others who have the means to do the same. He recently attendedthe Suolk Community Foundation’s AGM to urge other major donors to increasetheir giving.

He regularly talks to his peers about how enjoyable he nds philanthropy. “We needto stand up and say that giving is un and that your kids will respect you or it,” hesays. “I recently did a magazine spread where I talked about how rewarding giving is.I know that some o my peers won’t like it, they’ll nd it glory-seeking or swanky but

I want people to read it and say, ‘Oh good or Tom, maybe I should be doing this too.’ ”

Peer motivation can be signicant, he believes. “We have to persuade people that it’snot embarrassing to give,” he says. “There should be much more public acknowledge-ment and celebration o giving.”




London-based couple Nick Marple and Sophie Roberts were already giving to charity

individually beore they met and decided to combine their philanthropy and lives.Nick’s philanthropy was ocused on overseas development. He had visited Ghana andbegan sponsoring a child. His giving increased in line with his income. Sophie’s giving was UK-centred, with a particular emphasis on London, where she says: “I saw somany problems on my doorstep, and I wanted to help.”

Like many donors, they chose causes that tugged at their heartstrings. For instance, they unded a shelter in London ater walking past a homeless person, and gave emergency aid ollowing the 2004 Boxing Day tsunami.

“i saw s ay pls y sp, a i wa lp.”

But Nick and Sophie began to worry that their giving was too ad hoc. And their newly ormed charitable trust was inundated with applications or unding rom all kinds o charities. “Our initial thinking was to accept unsolicited proposals, read through all o them and determine unding allocations with our trustees,” they say. “But we ound thatdue to the sheer number o applications and the range o quality we were receiving it was impossible. We realised we needed a strategy but didn’t know where to begin.”

Instead o the exciting and rewarding journey they had hoped or, their philanthropy started to seem overwhelming and stressul. Worried that soon they would start choos-ing charities purely out o exasperation, Nick and Sophie sought proessional advice.

Together with New Philanthropy Capital, the charity consultancy and think tank, thecouple talked through their priorities to uncover the causes they were most passionateabout, nally hitting on a clear theme: helping disadvantaged children to maximisetheir potential through education in sub-Saharan Arica, the UK and their local LondonBorough o Islington. The pair would also support innovative projects that increasehuman potential globally.

NICK MARPLE & SOPHIE ROBERTS

FOUNdERS OF THE MARPLE CHARITABLE TRUSTNick an Sophie, rom Islington, North Lonon, oune the Marple Charitable Trust. The split theirgiving 70:30 between international an UK causes. The couple have recentl teame up with Islington-base uner the Cripplegate Founation to increase the impact o their giving b sharing knowlegewith the Founation.

Focs s mk giig ffcinicK mArPLe & SoPhie robertS




Today, the couple’s international charities include Actionaid, Save the Children andMerlin. A particular avourite is Camed International, which helps girls in Aricainto education, because research shows that educated girls will earn 25% more thanthose who are uneducated and are three times less likely to become HIV positive.“Education opens up the world or people, and most o the charities we supportrefect this theme,” says Sophie.

Nick and Sophie also are committed to helping young people closer to home. They teamed up with Islington-based under the Cripplegate Foundation to maximise theimpact o their giving and share knowledge. Established in 1500, Cripplegate’sexperience in grant giving made it an ideal partner or Nick and Sophie: they use theoundation’s extensive local knowledge to inorm their own decisions. They weretaken to meet organisations the oundation supports, which improve access toopportunities, address poverty and promote social cohesion in the borough.

“ea ps p wl ppl,

a s as w spp f s .”

“We had hoped that by setting up a trust and inviting applications we might getsome smaller charities as well, but it hasn’t ended up that way the big charities are very proessional and easy to deal with. We didn’t really realise the time it wouldtake to nd smaller charities.”

Even so, they do manage to be hands on. Sophie says the couple wants to be: “Thepeople who are the icing on the cake to be able to ask charities, ‘What would youreally like to do i we gave you £10,000 what can we do that you otherwise just

couldn’t aord?’”

When the couple visited Islington-based Urban Hope with Cripplegate’s trustees,nobody at the charity knew they were potential unders. “I happened to talk to oneo the workers who told me that they were closing down their cooking group,because they couldn’t aord the £50 per week or ingredients anymore,” says Sophie.“But I thought that £50 per week teaching 12 kids to cook was great value or money,so we said we’d give it to them. We ended up unding something that would havestopped otherwise.”




Today, Nick and Sophie’s giving is ocused and inormed. They also are developingdeeper relationships with the charities they und. They see their decision to seekadvice as central to the trust’s success: “People starting out might be reluctant tospend money on external advice because they think it takes it away rom giving tothe needy; but we ound that getting somebody experienced to help us has beenabsolutely invaluable. There are over 180,000 charities in the UK, how do you decide who to give to?”

“d’ xp all app aly;y av k a lg .”

Still, challenges do remain. “We were very keen when we started, but amazingly wehaven’t given away as much money as we’d hoped,” Sophie said. But probably thebiggest lesson they’ve learned rom their experience so ar is: “Don’t expect it all tohappen immediately; you have to think about the long term. You’re in this or thenext 30/40 years. You might not get all your charities immediately, but you’ve justgot to keep yoursel open to opportunities and suggestions.”



H yu iv yu my aay is just as

imptat as h yu ivst it. JoHn d. roCkeeller,

AmericAn induStriALiSt, buSineSSmAn

And A mAjor PhiLAnthroPiSt (1839-1937)

“ ”




Cocsio

As individual as the stories o our eight UKinterviewees are, they have much incommon with each other and with othersuccessul philanthropists across the globe.

For example, this group amply demonstratesa much-discussed trend among today’sphilanthropists to move away rom giving

primarily through bequests and to embrace“giving while living”6 so that they can addressproblems o their time and see the positivechange they have had a hand in creating.

The most successul philanthropists alsoseem to be those who align their giving withtheir passion. As James Timpson put it: ”I you want to do it because it really interests you... then that’s the best way to get the

most out o it.”

The act that passion or a cause is whatdrives successul donors is refected in many studies, including one conducted in 2010 by Beth Breeze,7 researcher at the Centre o Charitable Giving and Philanthropy,8 basedat the University o Kent. Breeze’s study o 60 committed philanthropists, “How donorschoose charities: ndings o a study o donor perceptions o the nature anddistribution o charitable benet”, oundthey consistently said they chose their causeaccording to what was close to their hearts.9

Oten, what is close to donors’ hearts arisesrom, and makes use o, their ownexperiences. Kavita Oberoi was the rst woman in her amily to achieve a highereducation and now dedicates her philan-thropy to empowering women. Herta vonSteigel believes that philanthropy is mosteective when we draw on all o our lie

experience: “[Philanthropy’s] eectiveness islimited because we think in silos here ismy business lie, here is my philanthropy lie… It is when we think holistically that weget the maximum impact.”

“t plapss pl all

sa sall a (...) s appa

ss av lp a

gvg ‘sw sp’.”

The philanthropists proled here all startedsmall dipping a toe to test various causesand approaches beore settling on one ortwo issues about which they eel really passionate. The act that they have ocusedon a ew issues that they are passionateabout seems to have helped them nd agiving ‘sweet spot’: that is to say wherethe resources they have to give (time, money and skills) intersects with their interestsand passion, in an area where help issorely needed.

6 “The Power o Now: Spen Out Trusts an Founations in the UK” Institute or Philanthrop (Februar 2010), available at www.instituteorphilanthrop.org. “Turning Passion Into Action: Giving While Living,” Atlantic Reports, The Atlantic Philanthropies, (June 2010). The Atlantic Philanthropies escribes

itsel as “an international ounation eicate to making lasting changes in the lives o isavantage an vulnerable people. Its ouning chairman is

Charles F. “Chuck” Feene, coouner o the dut Free Shoppers Group. The ounation sas it is spening all o its remaining assets an will close its oor

b 2020.

7 All o Beth Breeze’s publications can be oun at www.kent.ac.uk/sspssr/cphsj/publications.html

8 The Centre or Charitable Giving an Philanthrop is une b the ESRC, the Oce o the Thir Sector, the Scottish Eecutive an the Carnegie UK Trust.

9 Available at: www.kent.ac.uk/sspssr/cphsj/ocuments/How%20donors%20Choose%20Charities%2018%20June%202010.p




They are creative about using what isavailable to achieve their goals orinstance, James Timpson leverages theamily business, Herta von Steigel uses herskills as a business investor. This desire toleverage means that our interviewees, without exception, work in partnership withothers to achieve more. For instance, the

Marples co-und with the CripplegateFoundation, Thomas Hughes-Hallett works with and through a Community Foundationin Suolk, Richard Ross works closely withmedical experts and James Timpson hasbuilt partnerships with prisons.

“o vws, w xp, wk

pasp w s av .”

Our interviewees describe giving as one o the most enjoyable aspects o their lives.Perhaps Richard Ross put it most succinctly:”When you give someone support and thensee the results it is a antastic eeling.”

Many o our interviewees mentioned acommitment to understanding the successor otherwise o their philanthropy. Rod

Aldridge, an entrepreneur, could notunderstand why someone rom a businessbackground would not evaluate their giving(“you always evaluate in business, why notin charities?”) and believes all donors shouldagree benchmarks rom the start o arelationship that will help measure whatsuccess will look like and will help bothpartners to rene and adapt as they learn what is working and what isn’t.

One o the most consistent messages theseeight interviewees delivered is that money alone is seldom the answer. Giving does nothave to begin or end with simply signing acheque. For these donors, philanthropy isullling because it is a personal git o eort and resources that makes a realdierence in other people’s lives.

“Gvg s av g w

sply sgg a q.”

It is part o J.P. Morgan’s ongoing mission toassist clients in eective philanthropy.Having a continuing dialogue with experts,leading charities and other philanthropistsis an important part o keeping your giving

eective on an ongoing basis. That is why we host regular events ocusing on dierentareas o philanthropy, both in Europe andglobally, so that our clients can meet andhear ‘lessons learned’ rom some o the world’s leading philanthropists. During thepast six years, we have been able to bringour clients together with such leadingphilanthropists as Philip Berber, Sir RonaldCohen, Lloyd Dorman, Dame Vivian

Dueld, Bill and Melinda Gates, BenGoldsmith, Thomas Hughes-Hallett andSir Peter Lampl.

For inormation about our utureprogrammes, please contact your J.P. Morganrepresentative.




Wo’s giig – w?hglgs a l svy*

78 sos sig

mo £6 iio i sim w

* The surve was conucte b NPC in the autumn o 2010 an was sent to 200 ranoml selecte J.P. Morgan Private Bank clients an complete b

78 iniviuals.

GIVE MORE THAN 10%

GIve betWeen 5-10%

GIVE BETWEEN 1-5%

GIVE LESS THAN 1%

dO NOT KNOW

What percentageo your wealth

is used or

charitable

purposes?

British,74%

European,16%

Other, 10% N AT I O N A L I T Y

Businessowners,

30%

Emploe,40%

Sel-emploe,16%

Other, 14%P R O F E S S

I O N A L S

T A T U S

GIve reGularly tO CharItyHow regularly

do you giveto charity?

GIVE IRREGULARLy TO CHARITy

dO NOT CURRENTLy GIVE TO CHARITy

21%

1%

78%

9%

7%

12%

45%

27%



P H I L A N T H R O PI C L I V E S 25** Responses o not a up to 100 since responents were able to select multiple answers.

I Care deeply abOut the CauSe

I FOund a CauSe I Felt paSSIOnate abOut

I AM ABLE TO INVOLVE My FAMILy/CHILdREN

I HAd MORE TIME TO FOCUS ON My PHILANTHROPy

I WISH TO GIVE SOMETHING BACK TO My COMMUNITy

I HAd A BETTER KNOWLEdGE OF HOW My dONATION WAS SPENT

OTHER

WE FOUNd A COMMON INTEREST TO ENABLE US TO GIVE TOGETHER AS A FAMILy

I AM IMPRESSEd By THE ORGANISATION’S EFFECTIVENESS

I INCREASEd My WEALTH

I CAN MAKE A VISIBLE dIFFERENCE

I HAd MORE INFORMATION ON THE CHARITy’S IMPACT

I WAS ASKEd By A FRIENd/FAMILy MEMBER/BUSINESS ASSOCIATE

THERE WERE BETTER TAx INCENTIVES

The reasons I get involved in a cause are:**

I would be encouraged to give more i...:**

54%

48%

32%

44%

29%

30%

23%

30%

18%

17%

16%

14%

14%

14%



Cig o ow fmwok

fo ffci giig

The case stuies in this ocument give an insight into each prole iniviual’s philanthropic journe butthe cannot quanti the eectiveness o the work the have one. The si steps below provie a briesummar o the basic approach that our philanthrop avisor team take to working with clients in the UKwho want to use the mone, energ an time the have set asie or philanthrop as eectivel as possible.

Stage 1: Set goals

What o ou reall care about? What o ou want to change? What will the long-term success o ourcharitable work look like? An eective, written, mission statement refects our values, sets a course orour work an gives ou a wa o communicating our plans to others.

Stage 2: Build an efective ramework

your giving ramework shoul maimise the amount ou can give, create clear ecision-making structuresan ensure that aministration is streamline an eective or the uture.

make sure that ou have create an appropriate an ta-ecient vehicle or giving.1.set out a feible governance sstem that enes the roles an responsibilities o those involve an2.consier how this might change over time.create a nancial ramework that gives a clear picture o the amount to be given each ear an the3.investment strateg that will support that giving.

Stage 3: Do the groundwork

Consier engaging an epert to gather inormation an assess the lanscape with ou. develop a learningplan: visit charities an talk to subject eperts an other uners. Follow up with the most eective. Thephilanthropists we interviewe have, without eception, ocuse on a ew issues the are passionate about.

Stage 4: Create a balanced portolio

Create a ocuse strateg or each o the areas ou plan to un, an to buil our rst portolio o grants.Consier iversication — to reuce risk an ensure an overall ‘return’ on the philanthropic investments mae.

Stage 5: The people dimension — learn rom and work with the best

Use whatever leverage ou can to maimise our chances o success. Talk to other uners an avoi theirmistakes. Use other people’s mone — co-un on areas o share concern. Work with ecellent organisa-tions who will eliver eectivel on the groun. Creating the right partnerships rom the outset willcertainl help ou achieve our goals aster an smarter. Consier creating a ue iligence ramework that

will help ou to easil pull out the strengths an weaknesses o potential eliver partners in areas such asgovernance, leaership, nance an results.

Stage 6: Make your grants work hard

Agree clear benchmarks that will help ou an our eliver partner measure what success will look like.Inclue both quantitative an qualitative measures an ensure that the quantitative measures on’t simplmeasure activit (eg number o vaccines aministere) but also measure success (per cent reuction in

illnesses). Evaluation is a tool to help ou rene an aapt our grant making as ou learn what is workingan what isn’t. It’s not an en in itsel. An, as each o the philanthropists we interviewe has one, putour talents an resources as well as our mone, to work.



J.p. Mog pi bk’s

pioic Sics i uK

The Philanthropic Services team o J.P. Morgan Private Bank helps clients achieve their philanthropic goals.In our work with amilies an private ounations, we tailor our epertise in investing, structuring, grantmaking an governance – to solve each client’s unique nees.

We are able to help clients link their giving to their overall amil wealth an investment management

plans. We o that b:

• designing customise philanthropic strategies

• Ensuring that our giving is optimall ta-ecient an that ou have the structures in place that willsupport our philanthrop in the meium an long-term

• designing an investment portolio that supports our giving requirements an our timerame or ourounation’s lietime

• Working with truste thir parties to commission research on areas o interest

• Helping ou to n the right service proviers to provie our grant making an aministrative services

• Acting as a philanthropic networking resource

For more inormation about our Philanthropic Services in the UK, please contact Rebecca Eastmon at

[email protected] or on +44 (0)20 7742 7824.

Rebecca Eastmond is a Wealth Avisor an Hea o Philanthropic Services UK at J.P. Morgan’s Private Bank. Her

backgroun is as a private client lawer. She worke at Allen & Over or si ears, avising high-net-worth iniviuals

an large grant-making charities. In 2002, Rebecca let Allen & Over to evelop the pilot o The Prince’s Founation

or Chilren & the Arts. In 2005, she was appointe b HRH The Prince o Wales as CEO o the new charit, an

worke with a core group o onors to grow the charit — which in 2008/09 helpe over 33,000 chilren across

the UK. She currentl serves as trustee o The House o Illustration an o grant-making trust, the davi Cock

Founation. She is a National Avisor Council member or Teach First an serves on the boar o the Philanthrop

Review. Rebecca rea law at Oor Universit an is amitte as a solicitor in Englan an Wales.



NEW PHILANTHROPY CAPITAL

New Philanthrop Capital (NPC) is a charit consultanc an think tank eicate to helping unersan charities to achieve a greater impact. It has an ambitious vision: to create a worl in whichcharities an their uners are as eective as possible in improving people’s lives an creating lastingchange or the better.

For charities, this means ocusing on activities that achieve a real ierence, using evience o resultsto improve perormance, making goo use o resources an being ambitious to solve problems. Thisrequires high-qualit leaership an sta as well as goo nancial management.

For uners, it means unerstaning what makes charities eective an supporting their eneavoursto become eective. It inclues using evience o charities’ results to make uning ecisions an tomeasure impact.

NPC provies inepenent research an avice or onors an charities. It encourages ebate about

what makes a charit eective. The NPC also buils knowlege an tools to support eectiveness.

For more inormation about New Philanthrop Capital an its services, please contact Plum Loma [email protected] or on 0207 620 4877.

“J.P. Morgan Private Bank” is the marketing name or private banking business conucte b JPMorgan Chase & Co. an its subsiiaries

worlwie. In the Unite Kingom, this material is approve or issue b J.P. Morgan International Bank Limite, 125 Lonon Wall, LononEC2y 5AJ, authorise an regulate b the Financial Services Authorit. In aition, this material ma be istribute b: J.P. Morgan

(Suisse) SA regulate in Switzerlan b the Swiss Financial Market Supervisor Authorit, JPMorgan Chase Bank, N.A. (JPMCB) Paris

branch regulate in France b the Autorité e Contrôle Pruentiel (ACP) an Autorité es Marchés Financiers (AMF), JPMorgan Chase

Bank, N.A. dubai branch regulate b the dubai Financial Services Authorit an JPMorgan Chase Bank, N.A. Bahrain branch which is

license as a conventional wholesale bank b the Central Bank o Bahrain (or proessional clients onl). I ou no longer wish to receive

these communications, please contact our usual J.P. Morgan representative.

Akwlgs: w wl lk ak ms cal Fs sgl vw s .

philanthropic lives. the unique experiences of eight uk philanthropists

Documents