Forty Years of Inspiring Philanthropy - Greater Cincinnati ...

A History of

The Greater

Cincinnati

Foundation

1963-2003

Forty Years of Inspiring Philanthropy

Mission of the Foundation

promoting philanthropy

broadly throughout

the region;

building and preserving

permanent funds for the

support of arts and

culture, community

progress, education, the

environment, health, and

human services;

making grants and

providing counsel and

assistance that will have

a significant impact

upon the recipients;

initiating responses to

targeted needs;

promoting collaboration

among funders and

service providers to

address community

needs; and

providing flexible,

efficient and lasting

ways for donors to

benefit the people and

institutions of our region.

The GreaterCincinnati

Foundation isa philanthropicleader that existsto improve thequality of lifefor the peopleof our region.

The Foundation provides leadership by:

From the Collection of The Public Library of Cincinnati and Hamilton County

IntroductionThe year was 1963. In a year markedby social and political upheaval, a groupof dedicated, caring Greater Cincinnatileaders was forming a rock-solidinstitution; one they hoped would inspirephilanthropy for generations to come.

In 2003, we find ourselves once againin a world where we are faced every daywith uncertainty — economic, politicaland social. But one thing is certain: thespirit of caring and generosity that madeThe Greater Cincinnati Foundation areality 40 years ago is as strong as ever.

We hope you will enjoy this brief accountof some of the people and projects thathave sustained The Greater CincinnatiFoundation as it has grown andmatured. As a companion to this history,our 2002 Annual Report to theCommunity features the stories of someof the individual grants that haveimproved the quality of life of ourTristate region.

Although we have highlighted just a fewindividuals in this publication, weappreciate and acknowledge theimportant contributions of each andevery individual who has given serviceto the Foundation since 1963.

Since 1963, GCF has used the Tyler DavidsonFountain as its symbol. More than just adowntown landmark, it stands for the heart ofthe diverse Tristate region. GCF also embodiesthe heart of this community — a place wherepeople who call Greater Cincinnati home cancome together to celebrate what is good aboutthis community and work to make it better.

What’s the Big Idea?

“The charitableproblems of eachgeneration can

better be solved bythe best minds ofthese generations

rather than throughthe medium of

the dead hand ofthe past.”

— Frank J. Parsons, founder ofthe New York Community Trust

Community foundations got their startin 1914 in Cleveland. Bank presidentFrederick Goff envisioned a trust thatwould facilitate donors’ charitable giving,while at the same time creating apermanent charitable entity that couldrespond to changing conditions withina geographic community.

Most histories of the communityfoundation movement cite manyexamples of trusts in which the originalpurpose became outdated long after theoriginal benefactor was gone. One of theprimary selling points of a communityfoundation was to be its flexibility todetermine the needs of the communityat the time the money was disbursed,not at the time it was contributed. FrankJ. Parsons, founder of the New YorkCommunity Trust (the nation’s second

community foundation), perhaps put itbest when he said, “the charitableproblems of each generation can betterbe solved by the best minds of thesegenerations rather than through themedium of the dead hand of the past.”

The community foundation field grewquickly, mostly in the Midwest andNortheast, but the momentum wasslowed by the Great Depression andWorld War II. Many foundationsdidn’t make it through this difficultperiod. However, a revival of interestin community foundations occurrednationwide during the post-WorldWar II economic boom. It was duringthis period that the idea forCincinnati’s own communityfoundation took strong root.

“Community foundations, of which the GCF is one, have in recent years increased greatlyin number and size because they have proved an important means of bringing thephilanthropic potential of the community to bear on the complex and ever-changing needsof our modern societies. In city after city, they have proved an invaluable source of fundsto support vital projects that have no other established place to which to turn for suchhelp. For example, much of the effort to develop new approaches to the solution of theproblems of society is being supported by such foundations.”

— 1965 GCF annual report

Page 2

Just over 100 community

foundations were in

existence in 1963

in the U.S.

In 2003, there

were more than

650 community

foundations nationwide.

In recent years, GCF

has consistently ranked

in the 20 largest

community foundations.

An early GCF report called WilliamE. Anderson the “leader and guidingspirit” of The Greater CincinnatiFoundation. This transplantedCincinnatian indeed played a majorrole in gathering support for acommunity foundation and getting theright people together to make it happen.

“Andy,” as he was known to his friends,brought the community foundation ideawith him from Cleveland, where he hadbeen an attorney and bank trust officerbefore joining Cincinnati’s Central TrustCompany in 1935. By the late 1950’s,he was senior vice president and trustofficer there, and spreading the wordabout the benefits a communityfoundation could bring to GreaterCincinnati. In 1957, in a paper presentedto the Literary Club of Cincinnati, helaid out the case and a call to action toinfluential local businessmen. It took afew more years before the idea came tofruition, but the wheels had been set inmotion by Anderson. Guy Thompson,then Executive Director of theCommunity Chest1, joined withAnderson in organizing group meetingsof civic-minded citizens that ultimatelyled to the founding of The GreaterCincinnati Foundation.

By 1963, Anderson was President ofthe Central Trust Company and becameone of GCF’s founding trustees. Hechaired the Trustees’ Committee until1967. He also served as VolunteerDirector from 1971-78 and AssociateDirector from 1969-71 and 1978-80.Anderson reported in a second LiteraryClub paper in 1979 that “For someyears I talked to other groups, lawyers,

The Leader and Guiding Spirit

Page 3

AN EARLY EFFORT COMES FULL CIRCLE

A “Cincinnati Foundation” was

established in 1920 by Jacob G.

Schmidlapp, philanthropist and

president of Union Savings Bank &

Trust Company, now Fifth Third Bank.

Schmidlapp had been impressed with

The Cleveland Foundation and

introduced Cincinnati to this local and

personal brand of philanthropy.

Two funds were created at the bank,

but it was difficult to sustain momentum

through a depression and war.

The idea came full circle in 1989 when

the Cincinnati Foundation funds,

established by bequests from Morris

W. Gates and Anna L. Naeher, were

transferred to The Greater Cincinnati

Foundation. Today, these funds are

valued at more than $800,000.

1 The Community Chest is now known as United Way of Greater Cincinnati.

bankers, trust officers, accountants,whoever would listen, but like theLiterary Club membership, they didn’thave any money either, or at least anythat they were willing to part with.” Bythe time of his death in 1980, GCFhad grown from a great idea with anempty wallet to a community trust withan asset base of almost $14 million.

Top: The assets of the earlier “CincinnatiFoundation” are transferred to GCF in 1989.

Bottom: William E. Anderson

“Cincinnati’s Fort Knox”

“The establishment of The Greater CincinnatiFoundation … points to exciting new

opportunities in the field of research into betterways of meeting the needs of the community,in the financing of one-time requirements such

as new buildings or expanded facilities forhard-pressed charitable or cultural activities, andin making certain that established sources of

funds are flexible enough to meet the constantlychanging problems of a fast-moving society.”

— Opening announcement of The Greater Cincinnati Foundationby William E. Anderson, June 5, 1963

The Foundation, which anotherLiterary Club member would dub“Cincinnati’s Fort Knox” many yearslater, became a reality in the spring of1963 when six founding trustee banksadopted a Resolution and Declarationof Trust creating it.

Page 4

MAKING THE NEWS

”… The Greater Cincinnati Foundation … has a

genuinely great opportunity to contribute to the

making of a finer community in the decades ahead.”

— Post-Times Star editorial June 7, 1963

“… The Greater Cincinnati Foundation is a wholly

new enterprise to serve a hitherto unmet

community need. It has the unqualified support

of all of those interested in Cincinnati’s growth

and well-being, for they recognize in it an agency

capable of unlimited service to many generations

of Cincinnatians …”

— Cincinnati Enquirer editorial June 6, 1963

Robert P. Goldman of the law firmPaxton & Seasongood worked pro bonoto create all of the legal documentationto establish the Foundation and servedas volunteer legal counsel for 13 years(followed ably by William T. Bahlman,Jr. and Richard J. Ruebel).

“… The Fresh Air and Convalescent Aid Society faced a problem. For 64 years, it hadoperated a Fresh Air Farm in Terrace Park which brought mothers and their children outof the crowded tenement areas during the hottest months of the summer for two weeksof good food, comfortable living, and planned recreation in the country. Provision was madealso for elderly women who were recuperating. In all, more than 100,000 women andchildren were benefited.

“In recent years however, the demand for spaces at the Farm had lessened, with a changedpattern in metropolitan living and newer concepts and expansion of family camping programs.The Society had been receiving an allocation from the Community Chest. In December 1961,it asked that this allocation be discontinued, and began a search for the best way in which itsvery sizable endowment could be used to serve community needs that were more vital and urgent.

“Discussions between members of the Society’s Board and leaders in the field of philanthropyand community service led to the perfect solution: the establishment of The GreaterCincinnati Foundation, with the endowment fund of The Fresh Air and Convalescent AidSociety as its first large grant and nest egg.”


A Breath of Fresh Air

Inset: gavel from the Fresh Air Society board

Top: Mrs. Starbuck Smith, Jr., Fresh Air &Convalescent Aid Society president,GCF director Mark Upson and GCF founderWilliam E. Anderson.(Used with permission, The Cincinnati Post, May 2003)

Bottom: Aerial view of the Fresh Air Farmin Indian Hill.

Page 5

It takes a special group of people to knowwhen it’s time to go out of business.The Fresh Air Society’s board was a veryspecial group of women, and their timelydecision proved to be just what thefledgling GCF needed to get started.The Society gave its endowment toThe Greater Cincinnati Foundation withthe provision that Stepping StonesCenter for Handicapped could operateits camp on the property for as long asthe Center remained in existence.

GCF is grateful to the Fresh AirSociety board for its forward-thinkinggenerosity in making this serendipitousgift. The initial gift of $600,000 isan endowment worth more than$2 million today. Following their fineexample, this selfless act of generosityhas been repeated many times by manydonors throughout the Foundation’s40-year history.

In the Beginning

VOLUNTEER DIRECTORS

Mark Upson* (1963-71)

William E. Anderson* (1971-78)

Jacob E. Davis* (1978-87)

William D. Atteberry* (1987-88)

William O. Coleman (1988-90)

William A. Friedlander (1990-94)

It’s hard to imagine now, but originallyGCF operated with one paid staff member,office manager Jo Urmetz. All the rest ofthe staff were volunteers. Mark Upson,the Foundation’s first Volunteer Director,set the standard for all who would followhim. J. Reed Hartman, vice president atCincinnati Gas & Electric Company,became the first volunteer AssociateDirector. Volunteers also filled the rolesof legal counsel and public relationscounsel. (In later years, volunteers alsoserved as controller, volunteer coordinatorand administrative associate).

ADMINISTRATION

In the early days, there was no budgetfor administration of the new enterprise. It had been important to the foundersto be able to tell the public that nocontributions would be used foradministrative expenses. Therefore, from1965 until 1978, GCF’s operatingexpenses were supported by generouscontributions from the six foundingtrustee banks and several areacorporations, including CincinnatiMilacron, Federated Department Stores,The Kroger Co., Procter & Gamble,Shillito’s (now Lazarus), and CincinnatiGas & Electric (now Cinergy), whichfurnished office space.

FIRST GIFTS

In 1963, four funds were established,all designated by the donor as“unrestricted funds,” giving maximumflexibility to the Foundation’s leadershipto use the funds in a way that would bestbenefit the community at a given pointin time. Together, these funds had amarket value of about $618,000 at the

time they were established. In 2003,their value is nearly $2.4 million.

GOVERNANCE

William Anderson wrote in his 1979Literary Club paper, “GCF’s seven-manDistribution Committee meets quarterlyand, after recommendations, has thetask of deciding which of the cultural,educational, medical, or othereleemosynary endeavors is to receive ourfunds, and how much.” The foundershad determined that to make theFoundation representative of variouscommunity interests and keep it “free ofpolitics,” the seven-member DistributionCommittee would be appointed by thefollowing entities:• Cincinnati Academy of Medicine• Community Chest• Cincinnati Institute of Fine Arts• Cincinnati Bar Association• Presidents of Hebrew Union College,

University of Cincinnati, andXavier University

• Trustees’ Committee (2 appointments)

It is interesting to note that this schemehas been so successful that it continues tothe present day, even after the DistributionCommittee was converted into a largerGoverning Board structure in 1986.

GRANTS

In 1964, the Distribution Committeemade GCF’s first grants to 15organizations, including Camping forthe Handicapped (operating at the formerFresh Air Farm), Cystic Fibrosis Clinicat The Children’s Hospital, JewishVocational Service, Junior Achievementof Greater Cincinnati, and CincinnatiArt Museum.

Page 6

FOUNDING DISTRIBUTIONCOMMITTEE

Jacob E. Davis, Chairman

Louis Nippert, Vice-Chairman

James L. Elder

Frank T. Hamilton

Ralph Lazarus

Charles Sawyer

Edward F. Willenborg

Above: Mark Upson

Page 7

FOUNDING TRUSTEES’COMMITTEES

William E. Anderson, The Central TrustCompany (now PNC Bank)*

G. Carlton Hill, The Fifth Third Union TrustCompany (now Fifth Third Bank)*

Fred A. Dowd, The First National Bankof Cincinnati (now US Bank)*

Clifford H. Coors, The North Side Bank& Trust Company*

Frank J. Van Lahr, The Provident Bank*

G. Andrew Espy, The Southern Ohio Bank(now part of PNC Bank)

*2003 Trustee Bank

Keeping the TrustFollowing the Cleveland model, it wasthe responsibility of the Trustees’Committee, composed of the seniorexecutive officers of six local banks,to consult and advise on generaldevelopment of the Foundation.William Anderson chaired thiscommittee of bank executives from1963 until 1967.

The trustee banks have filled severalother crucial roles for GCF through

the years. Today the Trustees Committeeappoints five of the 14 members of theFoundation’s Governing Board. Manyof the banks’ executives and trust officershave served as sources of donor referralsover the years. In addition to theessential operating support they providedin the early years, the trustee bankshave also in recent years sponsored theannual Jacob E. Davis VolunteerLeadership Award ceremony.

Devoted to the Foundation

Fortunately, Mark Upson agreed toserve — for no compensation — asGCF’s first Director and held the postthrough GCF’s critical formative years.Then a recent Procter & Gamble retiree,Upson devoted much of his time andenergy to managing the Foundation.

Upson was seldom in the company ofany Cincinnatian that he didn’t findan opportunity to talk about theFoundation and what its growth couldmean to the quality of life in GreaterCincinnati. Over the years, theFoundation has received bequests frommany public-spirited individuals towhom Mark Upson originally sold theidea of the community foundation.

Former executive director CarolynMcCoy has said about Upson that hewas known to have commented, “I’m so

glad I have GCF to talk about becauseat boring cocktail parties, when there isa lull in the conversation, I say ‘Haveyou ever heard of The Greater CincinnatiFoundation?’”

A GCF communication at the timeof Upson’s retirement as Directornoted, “Under Mr. Upson’s energeticand effective management, the GCFhas grown. The market value of itsassets, amounting to $4,322,500 atthe end of 1971, has averaged a gainof 27% a year, increasing by 45% and34% respectively the last two years.”

Upson led a variety of charitable boardsand civic committees during hislifetime. The Greater CincinnatiFoundation owes much of its successto his willingness to spend some of his“retirement” leading this new venture.

“Mark Upson was coming in from the golf course when he was called to the phone. It wasAnderson, who described the new enterprise and said, ‘I’ve told them I’d take the job onlyif you would agree to be Executive Director.”

—They Helped Shape Our City, Oliver Gale

This Jazz Age slang for “things are realgood” is an apt description of the manyyears Jake Davis had a leadership roleat GCF.

Jacob E. Davis, then President ofThe Kroger Co., was involved in theinitial conversations about establishinga community foundation. He servedas the founding chairman of theDistribution Committee from 1963-74.Davis returned to take the helm of GCFin 1978, serving as the Foundation’sVolunteer Director until 1987.

According to Bill Friedlander, a laterVolunteer Director and board chair duringDavis’ tenure, Davis knew what he wantedfor the Foundation, but “Jake rarely hada position we didn’t agree with.” He hadstrong opinions about the direction theFoundation should take, but Davis was a“generous thinker” and was able to beflexible and adapt as times changed.

During much of Jake’s tenure, theFoundation was graced by the talents ofanother Jake, in many ways Davis’right-hand man. Walter L. “Jake”Lingle, Jr., a retired Procter & Gambleexecutive, worked alongside Davis andother leaders as an Associate Directorfor 20 years, beginning in 1974.

“Everything’s Jake”One belief that Davis stuck to duringhis tenure at GCF and in later years wasthat the unrestricted funds were thelifeblood of the Foundation. He believedin the importance of unrestricted fundsto benefit unanticipated and futurecommunity needs. He had a remarkableability to persuade Cincinnati’s leadingphilanthropists to follow his example ofleaving a legacy to this community. Hewas known to have cornered friends andcolleagues on the street to take their armand persuade them to start a fund atGCF — an unrestricted fund, of course.

Jake provided the inspiration for avolunteer leadership award that has beengiven annually in his name since hisretirement from the Foundation in1987 for exemplary service to thenonprofit community. He remainedinterested and involved in GCF’s work,communicating regularly withFoundation executives to give his adviceand feedback on GCF’s activities.

GCF’s 1984 annual report said, “hismiddle initial might stand for enthusiasm,ebullience and energy for The GreaterCincinnati Foundation.” Until his deathat 97 in 2003, that was Jake.

Top: Jacob E. Davis

Bottom: Davis shares a laugh with ElizabethGoldsmith, 1989 Davis award recipient and

former GCF board member. Miriam West (2002)

Harry H. Santen (2001)

Dick Bere (2000)

The Rev. Dr. L.H. Mayfield (1999)

Melissa E. Lanier* (1998)

J. Rawson Collins* (1991)

Joan Jones Portman* (1990)

Elizabeth D. Goldsmith (1989)

William T. Robinson III (1988)

Robert P. Jahnigen* (1987)

Judge Robert and Helen Black (1997)

Tony Linz (1996)

G. Gibson “Gibby” Carey IV (1995)

Virginia R. Weatherbie (1994)

Marian A. Spencer (1993)

Susan I. Radabaugh (1992)

Jacob E. Davis Volunteer Leadership Award Recipients:

*Deceased

endowments for long-term support ofthe region’s nonprofits. This is howGCF’s founders and their CommunityChest colleagues envisioned therelationship in the early 1960s.

GCF and United Way have shared animportant and durable relationship since1963. Both organizations have changedmuch with the times in 40 years, butthe modern linkages remain as importantas they were in 1963. Through the years,many of GCF’s volunteer leaders havealso served as leaders of United Way andits annual fundraising campaign. UnitedWay appoints a member of GCF’sGoverning Board. Especially in recentyears, GCF and United Way havecollaborated on several significantmulti-year grantmaking initiatives.As two of the community’s leadingphilanthropic institutions, GCF andUnited Way of Greater Cincinnatiwillingly share great responsibility forthe integrity and vitality of thecommunity’s charitable giving efforts.

Complementary MissionsIn Bill Anderson’s 1957 Literary Clubpresentation, he noted, “(The communityfoundation) in no way conflicts with theaims and ideals of the Community Chest,but rather supplements them. The Chesttakes care of current needs of existingagencies. The foundation may help withthat too, but it also can help with researchand new things and educational needs.”

Historically, the relationship between alocal United Way and communityfoundation has often been described assimilar to having checking and savingsaccounts, with United Way helping tomeet immediate community needs andthe community foundation providinglong-term security. A newspaper editorialat the time of GCF’s founding called ita “corollary” of United Way. BillFriedlander describes the traditionaldistinguishing elements of communityfoundations as including grants forone-time funding rather than annualoperating support, grants for specialneeds including capital, and building

The “Best-Kept Secret”?indefatigable supporter of theFoundation and his voice was quiteliterally instrumental in shaping manyof the Foundation’s early policydecisions. His efforts set a standardfor future communicators to followto ensure that the Foundation wouldnot remain Cincinnati’s best-keptsecret for long.

No history of The Greater CincinnatiFoundation would be complete withouta tribute to one of its early chroniclersand troubadours, Oliver M. Gale.“Muff” Gale wrote all of GCF’sannual reports and othercommunications until 1982, manyof which were used as source materialsfor this history. He was an

Top: United Way of Greater CincinnatiPresident Rob Reifsnyder, GCF StrategicInitiatives Director Ellen Gilligan and GCFPresident/CEO Kathryn Merchant in 2002.

Bottom: Oliver M. “Muff” Gale

Top: “Angel,“ the Cincinnati Zoo’s cheetahhelps make the case at a grant hearing.

Bottom: Carolyn Fell McCoy

Carolyn Fell McCoy originally came toGCF in 1978 as a volunteer,handpicked from Kroger by Jake Davisto assist him at meetings. As theFoundation and its needs grew,Mrs. McCoy won the confidence andgained the admiration of the volunteers.After several years as a volunteer memberof the staff and a year as part-timeAssistant Director, Mrs. McCoy wasappointed as the Foundation’s firstfull-time paid staff Executive Directorin 1984. The annual report fromthat year promised “Her warmth,understanding and graciousness willrepresent the Foundation in fine styleboth to donors and grant seekers.”

So true were these words about her.Mrs. McCoy was (and is) known widelythroughout the community as a trustedadvisor, as a mentor to many, as aperson who listened and gave advicewith kindness and wisdom. During heryears at GCF, the Foundation trulybecame the community’s foundation,in large part because of Mrs. McCoy’sconcerted efforts to engage in dialoguewith donors, nonprofit organizationsand the public. She is credited withopening GCF to become a more

Opening Up to the Communityrepresentative community foundationthat was ready, willing and able toaddress the full range of needs of thetotal community.

Mrs. McCoy was consistent andpersistent in her efforts to present newideas and needs for consideration bythe Governing Board, whether it wasthe emergence of communitydevelopment corporations or the needfor an adolescent pregnancy preventionnetwork. One of those big ideas wasto create a volunteer leadership awardnamed for Jake Davis in honor of hisretirement from GCF, an award(including a grant to the nonprofitorganization of the recipient’s choice)that has been given to an outstandingvolunteer every year since then.

In 1987, Mrs. McCoy left GCF “wellpositioned to be of increasing serviceto the people of Greater Cincinnati.”She went on to become the firstfoundation officer at Fifth Third Bank.But her considerable expertise andinstitutional memory were not lost.Mrs. McCoy has remained a wonderfulfriend and counselor to the Foundationthroughout the years.

In 1982, GCF made the

lead start-up grant to the

Cincinnati Bicentennial

Commission.

The Johnny Bench

Scholarship Fund of

GCF was started with

$25,000 from

the Cincinnati Reds

at Johnny’s retirement

in 1983.

Assets climbed over

the $100 million mark

in 1991.

Leading the Way to Change“Bill’s involvement with the Foundation extends over a period of 14 years, beginning withtwo terms on the Governing Board. In 1990, Bill was asked to serve as the Director, andhe spent four years in that capacity. Under Bill’s leadership the 1991 Future DirectionsReport was commissioned by the Governing Board. That report provided us with a blueprintfor progress. Bill challenged the Governing Board to consider new and different directionsand goals. He has always been a strong advocate of GCF in terms of both developmentand grantmaking.”


Above: William A. Friedlander

William A. Friedlander, chairman ofBartlett & Company, presided over aperiod of crucial transition for theFoundation’s operations, bothinternally and externally. Friedlanderwas a member of GCF’s GoverningBoard from 1981 to 1990, chairingthe board in 1985 and 1986, andserved as Volunteer Director from1990-1994.

During his term as Director,Friedlander spearheaded a strategicplanning process that, among otherthings, resulted in more strategicgrantmaking, the recognition thatdonor advised funds could be a growth

area for the Foundation, and thedecision to transition from a primarilyvolunteer staff to a paid professionalstaff guided by volunteer leadership.Friedlander credits much of thisgrowth in perspective to the supportof board member John G. Smale, thenProcter & Gamble chairman.

While GCF’s assets grew about$100 million during his term ofservice, Friedlander — as well as manyothers associated with the Foundation— considers these structural changesto be his greatest contribution tothe Foundation.

In 1992, GCF began

focused grantmaking

Initiatives: Early

Childhood Education

and Affordable

Home Ownership.

Trustee banks funded

the production of an

informational video to

introduce GCF to new

audiences in 1992.

GCF hired its first

Advancement Officer

in 1993 to provide

additional service

to current and

prospective donors.

Page 12

Above: Karen Hoeb presented Bill Friedlanderwith this symbol of leadership and respect to

mark the management transition.

In 1993, the Governing Board decidedthat the Foundation had grown to a sizewhere it was time for paid professionalsto manage the organization. Thefollowing year, the Governing Boardexpanded from 10 to 14 members.The Volunteer Director and AssociateDirector positions were dissolved andthese volunteers shifted their work tocommittees. Finally, the ExecutiveDirector at that time, Karen D. Hoeb,became GCF’s first President/CEO.

Carolyn McCoy reflects that GCF hadbeen “bucking a national trend — wewere volunteer-run longer than mostlarge community foundations.” WhenFoundation leaders began attendingnational foundation conferences, theysaw the ways in which a communityfoundation could extend its service in

Making the Transition

the community with paid professionalstaff. Mrs. McCoy also believed thatmore staff resources were needed tohandle the growth in the number offunds. Increased demands on volunteers’time made it difficult to run theorganization full time. Karen Hoebobserves that “the director’s job was abig one in terms of time — no one reallyrealized that.”

As the first President/CEO, Karen Hoebbelieves that the transition was madepossible “because of Bill Friedlander’sleadership and finesse. It was donethoughtfully and carefully with aminimum of disruption.” Ms. Hoeb feltit was her role to execute that transition“in a seamless way” and she was wellprepared with the experience and thetemperament to do just that.

“Early in 1994, the Board accepted a transition plan in which Bill Friedlander retiresin the fall and Karen Hoeb becomes the sole professional staff leader of the Foundation.The group formerly known as Associate Directors was asked to assume a directBoard-reporting relationship … These changes will allow the Foundation to be more efficientand to deliver better service to its constituencies.”

“Around this time, the Board also concluded that the Foundation should become moreactive in its approach to grantmaking, community leadership and development.”


In 1964, the Foundation held a luncheonfor about 40 local attorneys. It was thefirst of many opportunities forprofessional advisors to learn about thecharitable giving tools offered by thecommunity foundation. It has alwaysbeen important that local attorneys,

Sound Adviceaccountants, financial planners,investment advisors and otherprofessionals have a good understandingof the flexible options that a communityfoundation presents for clients and theways the Foundation can be of serviceto the advisor.

A Productive and Successful Future“We are delighted to welcome Ms. Hoeb, who brings to the job extensive hands-on volunteerexperience, knowledge of the nonprofit community and solid management expertise.We anticipate a productive and successful future with her at the helm.”

— 1987-88 GCF annual report

Like Carolyn McCoy, you could say thatKaren Hoeb was handpicked by JakeDavis, although somewhat indirectly.As she recalls it, Ms. Hoeb made apresentation in 1984 to the DistributionCommittee — “they called them ‘hearings’then” — in her role as President of Jobsfor Cincinnati Graduates. “After theinterview, Jake Davis clamped his handon my arm and said, ‘Young lady, youare very persuasive.’” Davis called her afew days later and asked if she would haveany interest in working for GCF as aprogram officer. But at the time, she wasnot. Ms. Hoeb ran into Davis at aChristmas party in 1987 where he againclamped her arm and said, “I still wantyou to work for The Greater CincinnatiFoundation.” Shortly, she got a call froma search firm and came to work as GCF’ssecond Executive Director in May 1988.

Ms. Hoeb was familiar with theFoundation, but “the magnitude of what

GCF does wasn’t yet clear. It wasn’t untilI came to work at GCF that I beganto put the puzzle together.” AmongMs. Hoeb’s many accomplishments werehelping to manage the volunteer-to-staffmanagement transition. Before andduring the transition, she and Friedlanderworked very closely — in adjoining officeseven — to run the day-to-day affairsof the Foundation. “It was a truepartnership,” Friedlander remembered.

It was under Ms. Hoeb’s leadership in1989 that GCF entered the computerage, transferring the record keepingfor 490 funds from manual ledgerbooks to an electronic system. TheFoundation also took steps toward moreproactive grantmaking and increasedits visibility among business andcommunity leaders. During her81/2-year tenure, assets increased from$65 million to $190 million and thestaff grew to 11.

In the early years, “Flash-o-Grams” —letters that today might be faxes ore-mails — were mailed to attorneys andtrust officers to keep them up to dateon the Foundation. Over the years, thelevel of communication and servicesoffered to professional advisors hasgrown to become a significant part ofGCF’s development efforts. Continuing

education seminars, on-line resourcesand a dedicated Advancement Officerare now all available to local professionaladvisors. Today, professional advisorsserve in various volunteer roles at theFoundation and a significant numberof all new funds established at GCF arethe result of referrals from advisors withwhom GCF has worked over the years.

Top: Local professional advisors network at a2002 continuing education seminar hostedby GCF.

Bottom: Karen D. Hoeb

Page 14

As a form of giving, charitablebequests provide flexibility since thedonors can specify beneficiaries andensure a legacy of giving to the causesthey care about most. Many of thelargest contributions to GCF’sunrestricted assets have come frombequests, adding significantly toGCF’s ability to respond to changingcommunity needs over time.

AN EARLY LEGACY“An outstanding contribution to theGCF received in 1969 was a trust ofmore than $100,000 created under theWil l of Mrs. Ethel Lonney whichrequests that the income and principalbe used to provide medical care andtreatment for underprivileged children.”


This major bequest was the first in aseries of generous legacies left to theFoundation, many of which came as asurprise to volunteers and staff. EthelLonney’s bequest established a “field ofinterest” fund now valued at more than$400,000, providing additional resourcesto the Foundation’s responsivegrantmaking process for the purposesMrs. Lonney intended.

A QUIET BENEFACTOR“Dorothy M.M. Kersten had a belief inthe Foundation from its very beginning.She had a vision of how one gift to TheGCF could touch the total community.She became one of the first majorcontributors in 1963.”


Welcome SurprisesMrs. Kersten made sizeableanonymous gifts to GCF through theyears. Just before her death in 1984,she consented to the “Dorothy M.M.Kersten Fund” being publicly named.When word of her estate came toGCF, the bequest was more than$2.5 million; the largest GCF hadever received at that time. TodayMrs. Kersten’s fund is valued at nearly$8 million.

IN THEIR NATURERichard and Lucile Durrell carefullyplanned their estates to provide agenerous legacy to causes that wereimportant to them, especiallyconservation and the preservation ofnatural areas. Their dream was realizedwith a total bequest of $13.2 millionto designated funds they establishedat GCF.

Professor Richard H. Durrell taughtgeology and was a dedicatedconservationist, personally involvedwith many of the causes his estatebenefits. The estate settlementfollowing Prof. Durrell’s death in 1994and Mrs. Durrell’s death 1998 set intomotion the plans they had outlinedmany years ago to support specificinstitutions that were important tothem. Beneficiaries include theCincinnati Museum of Natural History(for the Edge of Appalachia PreserveSystem), Cincinnati Nature Center,and both the Ohio and Kentuckychapters of The Nature Conservancy,among others.

LEAVING A LEGACY

It has always been easy to make a

planned gift to GCF, but in 1993, the

Foundation established The Foundation

Society (formerly the Legacy Society) to

provide recognition during their lifetimes

to people who plan a posthumous gift.

The Foundation Society recognizes

individuals who have named GCF in

their wills or as the beneficiary of a trust

or insurance policy. In 2003, The

Foundation Society has more than 150

members, both named and anonymous.

B u i l d i n g O u r F u t u r e T O G E T H E R

TheFoundation

S O C I E T Y

Listening to the CommunityIn 1991, GCF asked 15 people toassess how well the Foundation wasfulfilling its community leadershipresponsibilities and to recommendgrantmaking priorities. In manyrespects, the Future DirectionsCommittee’s work changed and guidedGCF’s grantmaking programs for thenext 10 years with these powerfulrecommendations to address “patternsof need” and “threads of continuity”:• look for leverage• encourage networking• recognize racism as an ongoing issue• promote leadership development• take a more active role as a leader

and agent for change• engage in positive marketing

As a result of Future Directions, GCFdecided to address two high-priorityissues: early childhood education andaffordable home ownership. These twoprojects, both implemented in 1994,served as prototypes for what hasbecome a well-established program ofFoundation-led multi-year strategicinitiatives. Former Program OfficerRuth Cronenberg developed LearningLinks and Summertime Kids,mini-grant programs intended to giveadults extra resources to be able toprovide creative and enrichingexperiences for children. These popularprograms have been replicated by othercommunity foundations in Ohioand elsewhere.

A PERENNIAL GIFT

Until May 2002, the Foundation hadnever heard of Edna Balzhiser Flower.But thanks to the North Side Bank& Trust Company, Mrs. Flower hadheard of GCF. After her death in2001, a nearly $2 million dollarbequest from Mrs. Flower’s estateestablished an unrestricted fund atGCF. “She had heard of The Greater

Top: Edna Flower in Rabbit Hash, Kentucky.

Bottom: Students at Crosby Elementary learnabout art through a Learning Links project.

Cincinnati Foundation and liked it;she liked the charitable work GCFdoes in the community,” according toNorth Side’s Suzanne Weisbrod, whohandled Mrs. Flower’s estate. “Wedecided GCF would be a good fit forher wishes.” The Oakley resident alsoleft a significant gift to the RabbitHash (Kentucky) Historical Society,where she had spent time as a respitefrom city life.

Page 16

Top: Educator-astronaut Barbara Morgan,speaker at 1985 Teacher Recognition program,with Jake Davis and GCF friend Ruth Westheimer

Bottom: Future Directions II steeringcommittee members

Until the mid-1980s, most of GCF’sgrants were awarded in response to specificproposals from local agencies, or tononprofit organizations suggested bypeople who established donor advisedfunds. One of the Foundation’s first foraysinto strategic grantmaking was the TeacherRecognition Program in partnership withthe Scripps Howard Company’s newspaperThe Cincinnati Post (1984-86).

GCF’s leadership on this project, togetherwith its experience in early childhoodeducation and affordable housing(1994-96), paved the way for a new clusterof initiatives aimed broadly at “communityprogress” — strengthening the quality oflife throughout the region by encouragingcivic participation and collaboration acrosstraditional boundaries.

Since 1997, GCF has partnered withother grantmakers and nonprofit

Thinking Strategicallyorganizations to strive for communityprogress in the following areas:• Community Investment Partners, a

$2.3 million grant program to supportcomprehensive community developmentin Cincinnati neighborhoods.

• Metropolitan Growth Alliance, to foster and encourage Tristateregional cooperation.

• Regional Initiatives Fund, a $1.2 milliongrant program to support and implementcooperative regional projects.

• Better Together Cincinnati, a nationalstudy of social capital including theTristate region headed by BowlingAlone author Robert Putnam.

• Following civil disturbances in 2001,a series of efforts to help strengthenrace relations and reduce racialdisparities, including support forCincinnati Community Action Now(CAN) and development of a new“Funders’ Collaborative” to achievethese goals.

In 2001 GCF commissioned FutureDirections II, a reprise of the 1991process that included nearly 300volunteers, to assess community issuesand opportunities in the Foundation’ssix grantmaking areas and to recommendpriorities for the next three to five years.

As a result, in 2002 GCF approved fournew initiatives that will build on thestrengths and priorities of other leadingcommunity organizations. These newinitiatives are built upon GCF’s firm andcontinuing commitment to communitydevelopment, regional cooperation,improved race relations and social capital.

Back to the FutureIn partnership with the Fine Arts Fund,The Health Foundation of GreaterCincinnati, Ohio River Way, and UnitedWay of Greater Cincinnati, GCF has madea commitment to:• leverage the region’s arts and cultural

assets for a stronger economy andquality of life;

• expand the supply of best-practicebehavioral health services for childrento improve success in school and familyself-sufficiency;

• capitalize on Cincinnati’s heritage asan important U.S. river city; and

• improve and expand early childhoodeducation opportunities to ensureSuccess by 6.®

…Now You Don’tBut maybe it is the things that are not sovisible that reveal the most about thepowerful impact of the money donors haveentrusted to the Foundation. Since 1964,GCF has given almost $228 million tothe community through responsive grants,donor advised grants, scholarships andother donor-specified purposes. Grantshave gone to nonprofit organizations largeand small, for innovative programs atlong-established agencies and for newstart-ups. As a companion piece to thishistory, GCF’s 2002 annual report willfeature a wide variety of grants made overthe 40-year period.

Since a community foundation ispurposely broad in scope, GCF is able tomake grants in many different focus areas,strengthening the quality of life inGreater Cincinnati in a variety of ways.The specific areas of emphasis havechanged slightly over the years, but thesix categories in use since 1991demonstrate the Foundation’s diversity:• Arts & Culture• Community Progress• Education• Environment• Health• Human Services

Proof of the difference The GreaterCincinnati Foundation makes in thiscommunity is visible in many of theregion’s most beloved and familiarinstitutions and landmarks.

In the late 1990s, the Tyler DavidsonFountain was threatened by a crumblinginfrastructure. Greater Cincinnati’scitizens and corporations steppedforward to raise several million dollarsto repair and maintain the “Genius ofWater.” GCF made a grant of $50,000to help preserve thisbeautiful landmark.

In 1973, Charles Sawyer, a GCFDistribution Committee member, offereda million dollars in matching funds tocreate a riverfront park out of a junkyard.He entrusted the money to GCF to holdfor this purpose. When BicentennialCommons became a reality in the late1980s, the community received awonderful gift. Through five separate

Top: Crowds pour into the dedication ofBicentennial Commons in 1988.

Bottom: Renovation of Tyler Davidson Fountain.

Now You See It…funds established to maintain the park,GCF is helping to ensure that thisbeautiful riverfront recreation spot canbe enjoyed by future generations.

GCF has provided a number of grantsto the Cincinnati Art Museum over theyears from unrestricted and designatedfunds, including a $50,000 grant towardsThe Cincinnati Wing: The Story of Art inthe Queen City, opened in 2003. Manydonor advised funds at the Foundationalso regularly support the Museum andother cultural treasures.

Most of Cincinnati’s landmarks andinstitutions have benefited from thegenerosity of past and current GCFdonors. The Museum Center atUnion Terminal, Taft Museum of Art,Contemporary Arts Center, CincinnatiZoo and Botanical Garden and theNational Underground RailroadFreedom Center are just a few of thesecultural treasures.

Page 18

In the community foundation field, thefirst donor advised fund was establishedat the Winston-Salem Foundation in1932. GCF’s first donor advised fundwas created in 1964; however, givenGCF’s strong emphasis on unrestrictedfunds, the Foundation was cautious aboutsetting up donor advised funds in theearly years.

Back in 1969, new tax provisions wentinto effect that made it less attractivefor some individuals and families toestablish and maintain privatefoundations, providing a boost to manycommunity foundations across thecountry. In 1970, The ThomsonFoundation became the first privatefoundation to terminate its status infavor of joining the GCF family,establishing the Alexander and MaryM. D. Thomson Fund of GCF. Anumber of other families have followedsuit over the years, notably the CrossetCharitable Trust, Mark P. HerschedeFoundation, Robert J. O’Brien Fundand Roe Walker Charitable Trust. Today,many individuals have found thatcreating a donor advised fund at acommunity foundation provides a moreflexible and cost-effective vehicle for

Staying Involved in Givingtheir family philanthropy thanestablishing an independent foundation.

Another tax law change in 1986 providedan immediate incentive to make charitablecontributions before that year’s end,resulting in a record number of fundsbeing established in 1986, more thantwo-thirds of them donor advised funds.Despite the Foundation’s initial goal tobuild unrestricted endowments for thefuture, it was clear that donors wereincreasingly interested in being personallyinvolved in their charitable giving duringtheir lifetimes. This trend continues today:nearly 50% of all active funds at theFoundation in 2003 are donor advised.

GCF has gradually expanded itsservices to match donors’ growing interestin active and engaged philanthropy.For example, Food for Thought, a donorand community education series, beganin 2001 as a way to provide in-depthinformation about specific topics ofinterest to donors. Several times a year,local and national experts are called uponto speak about timely community issuesso that donors and other communityleaders can learn more and find out waysto become part of the solution.

Donor advised funds

are one of the

fastest-growing segments

of philanthropy.

Nearly half of GCF’s

1,300 active funds

are donor advised.

Donor advised funds

made almost $20 million

in grants during 2002.

Top: The late Mark P. Herschede, whose privatefoundation became a donor advised

fund at GCF.

Bottom: Donors learn more about communityissues during a Fall 2002 Food for Thought forum.

When GCF was established, itsfounders envisioned a Tristatecommunity foundation that wouldbenefit the residents of Indiana andKentucky as well as Ohio. From itsvery beginning, GCF’s broad regionalmission encompassed the sevencounties contiguous to HamiltonCounty, Ohio. But GCF’s founderswere way ahead of their time. Theirdream of a united region took threedecades to fulfill.

CLERMONT COUNTY FUNDCelebrating 10 Years of Philanthropic

Partnership with GCF

In 1993, concerned citizens involvedin Clermont 2001 (since renamedClermont 20/20) realized that specificcommunity needs in Clermont Countycould not be addressed by existingavenues of support. They wanted anew way to help nonprofitorganizations and a new means forClermont County citizens to becomeinvolved in philanthropy.

Clermont leaders quickly realized thatThe Greater Cincinnati Foundationcould lend its special expertise to helpcreate The Clermont Community Fundand its associated “family” of funds.GCF provided a $100,000 matchinggrant to stimulate development of thenew Fund. Today, The ClermontCommunity Fund is dedicated tosupporting charitable projects inClermont County. Clermont volunteersoversee the development and promotionof the fund throughout the county, andrepresentatives of a local AdvisoryCommittee serve on GCF’s Grants

Fulfilling a Regional VisionReview Committee to lend theirperspectives to the Foundation’s regionalgrantmaking decisions.

NORTHERN KENTUCKYFUND

Celebrating Five Years of PhilanthropicPartnership with GCF

In 1997, Northern Kentuckycommunity leaders approached GCFto discuss establishing a charitable fundfor Northern Kentucky. ForwardQuest, a catalyst for regionalcooperation in Northern Kentucky,had originally considered creating aseparate community foundation,but decided to take advantage of theinfrastructure already available throughGCF. In June 1998, The NorthernKentucky Fund was launched withmore than $1,000,000 in challengegrants from 10 major donors, includinga $100,000 grant from GCF.

In 1999, The Northern KentuckyFund collaborated with the KentuckyPost to conduct a Millennium GiftCampaign. Kentuckians from all walksof life contributed their final hour ofpay of the millennium to The NorthernKentucky Fund, raising over $600,000in new contributions to the NorthernKentucky “family” of funds.

Northern Kentucky volunteers overseethe development and promotion of thefund and representatives of the localAdvisory Board serve on GCF’s GrantsReview Committee to lend theirperspectives to GCF’s regionalgrantmaking decisions.

Page 19

Top: GCF and Clermont Community Fundleaders toast 10 years of philanthropy inClermont County.

Bottom: Northern Kentucky Fund volunteer anddonor Alan Thomas celebrates the success ofthe Millennium Gift Campaign with GCFGoverning Board Chairman Jack Stith.

Page 20

Since she became GCF’s secondPresident/CEO in 1997, Kathryn E.Merchant has built on the success of herpredecessors and led GCF through aseries of strategic and structural changesthat have made the Foundation a morevisible and flexible vehicle for the region’scharitable giving. These includeimplementation of a spending policy thatreduces fluctuations in grant distributions,creation of a corporation that operates intandem with the original trust, and newgrantmaking policies that permit GCFto take a greater leadership role in fundingmajor initiatives with other partners.

John S. Stith, 2003 GCF chairmanelaborated on Ms. Merchant’s impact.“Shortly after Kathy had establishedherself as a new kind of professionalleader at the Foundation, our Boardasked her to help GCF attain agreater measure of regional leadershipand community visibility, withparticular emphasis on collaboration,consensus-building and communications.She has responded with a dynamiccombination of energy, sensitivity anddetermination. With her strong, positiveskillset, Kathy has been exactly the rightPresident for GCF and the right personfor our community, especially throughthe unprecedented challenges of the lastfew years. Everyone in this region, in

Leadership for the New Millennium

one way or another, is a beneficiary ofher dedicated leadership.”

After racial tensions flared in April 2001,Ms. Merchant helped GCF develop aframework of start-up support forCincinnati CAN, the mayor’s racialreconciliation task force, which includedfinancial and in-kind support, and lenther management expertise to advise CANon structure and staff development.

For a relative newcomer (by her ownadmission), Ms. Merchant has gainedremarkable insight into Cincinnati’sissues and opportunities. She has greatcompassion for and interest in the peopleof Greater Cincinnati, a passion for therevitalization of the urban core, and acommitment to helping the government,corporate and philanthropic sectors workcollaboratively to improve the qualityof life in the Tristate region.

William R. Burleigh, E.W. ScrippsCompany chairman and formerGoverning Board chairman, put hercontributions this way: “Kathy Merchanthas brought a passion and professionalismto The Greater Cincinnati Foundationthat paved its way into the newmillennium. Her sure-footed sense ofGCF’s role in creating a greater GreaterCincinnati guarantees for the generationsto come a wonderfully bright future.”

“Kathy has talents that are wonderfully matched to the challenges facing an adult GCFand she has the warmth and people skills so essential in any kind of leadership. Sheunderstands that the Foundation’s assets are not limited to money but include the expertiseof an amazing group of volunteers, a dedicated and capable staff, a public voice and theability and responsibility to bring people together to help shape a better tomorrow for allof us in the larger community.”

— Karen Hoeb, 1996 GCF annual report

2003 GCF STAFF

Tara L. Behanan, Administrative Assistant

Karen L. Bond, Grants Manager

Amy L. Cheney, CPA, Vice President forAdvancement

Michele A. Costello, Office Manager

Joy A. Englert, Finance Associate

Amy E. Fenker, Executive Assistant

Erica V. Fritsche, Grants Administrator

Margaret L. Gaither, Advancement Officer

Ellen M. Gilligan, Strategic Initiatives Director

Kaki K. McGeary, Program Officer/AnthemFoundation of Ohio Program Manager

J. Scott McReynolds, CPA, Vice President forFinance & Administration

Helen J. Mattheis, Program Officer

Kathryn E. Merchant, President/CEO

Kristina Newman Moster, Ph.D., Program Officer

Kay Pennington, Administrative Assistant

Mary R. Pitcairn, Advancement Associate

Leah M. Porter, Receptionist

Elizabeth Bower Reiter, Communications Director

Barbara Baumann Schaefer, J.D.,Advancement Officer

Anthony J. Stidham, CPA, Accountant

E. Miles Wilson, Vice President for Grants& Programs

Karen A. Zerhusen, J.D., RegionalAdvancement Officer

Top: Kathryn E. Merchant

For most of its 40 years, GCF has “lived”in donated or discounted office space indowntown buildings, including the Gas& Electric Building, Carew Tower andStar Bank Building. In 1999, as theFoundation outgrew space in its fourthlocation at 300 West Fourth Street, theGoverning Board decided that securingpermanent, flexible office space wouldbe the most responsible stewardship ofthe resources entrusted to the Foundationby its donors.

GCF purchased the historic six-storybuilding at 200 West Fourth Streetknown as the S.P. Nelson & SonsBuilding. Built in 1919, it housed amercantile warehouse, later an interiordesign firm, and the Northlich StolleyLaWarre advertising agency in recentyears. It had stood vacant for two yearson this busy downtown corner beforebeing purchased by the Foundation.

“The Foundation’s commitment to thecore of our Tristate region is behind ourdecision to buy and renovate this historicbuilding,” said Kathryn Merchant,President/CEO at the time of the

No Place Like Homepurchase. “We are helping to revitalizehistoric Fourth Street in addition tosecuring permanent headquarters.”

The building was renovated to houseGCF offices, a community art galleryand versatile meeting space on the firstthree floors, with leased office space onthe top three floors. Financing for thepurchase and renovation of the newbuilding was provided by GCF’s trusteebanks: Fifth Third Bank, US Bank,North Side Bank & Trust, PNC Bankand Provident Bank. Since moving intothe renovated building in May 2000,GCF has welcomed literally thousandsof people to experience the strong senseof community the space provides.

To acknowledge the generosity andcommunity leadership of a specialCincinnati family, GCF named the newheadquarters The Robert & RuthWestheimer Center for Philanthropy.Ruth Westheimer and children Sallie,Ann and Dick, believed that helpingGCF secure a permanent home was afitting testament to Bob’s commitmentto the community and to the Foundation.

ROBERT I . WESTHEIMER

The late Bob Westheimer provided

dedicated leadership to GCF as an

Associate Director and then Governing

Board member for more than 15 years.

Bob is best known within GCF for his work

on the Grants Review Committee responding

to requests for grants. He asked tough

questions to make sure that GCF’s precious

dollars would be well spent, but he always

kept an open mind to the needs of the

community and new ways to address them.

GCF hosts a variety of

community groups in its

flexible and welcoming

meeting space.

29 local artists’ works

were exhibited at

The Foundation Gallery

at GCF in its first

three years.

The Foundation’s

downtown location

symbolizes its

commitment to urban

core revitalization.

Top: GCF’s headquarters, The Robert & RuthWestheimer Center for Philanthropy

Page 22

Building Today’s CommunityFoundation for TomorrowAll of the people described in this shorthistory of The Greater CincinnatiFoundation believed that it wasimportant to look to the future, andat the same time preserve excellentcommunity traditions. Their manyaccomplishments over a 40-year periodprovide significant inspiration for theyears to come.

To borrow a concept from the 1991Future Directions committee, thereare several important “threads ofcontinuity” that will be pulled forwardinto the future.

TECHNOLOGYOne of those threads is technology.When Karen Hoeb joined theFoundation in 1988, there were nocomputers, just one word processor.All records were maintained manually.Volunteer Glenn Roberts wrote acomputer program that was used totrack funds and finances and maintainmailing lists. His program was useduntil 1996 when GCF purchased asophisticated database, calledFoundation Power, which integratesgifts, grants and financials.

Today, it’s hard to imagine a daywithout continuous technologyenhancements and 24-hour-a-dayaccess to information. For example,two years ago, GCF launched a Website that offers on-line services andvast amounts of information aboutthe Foundation and charitable givingto donors, professional advisors andgrant recipients. These charitable

giving tools will expand and continueto improve in the coming years.

With similar goals in mind, formerChief Financial Officer Michael A.Cheney chaired a national project todesign new technology tools that wouldhelp all community foundationsoperate more efficiently and deliverbetter services to their manyconstituents. Beginning in 2004,the fruits of this labor will be realizedthrough greater Internet access toinformation about funds and grantresults, “seamless processing” ofaccount information between financialinstitutions, and other features thatwill make community foundations likeGCF even more accessible and flexible.

In the aftermath of recent corporateaccounting scandals, imperatives tooperate with highest accountabilityare critically important to foundationsand the nonprofit organizations theyfund. While GCF has a strong recordof accomplishment in this regard, onceagain technology will provide a threadof continuity. While all grantrecipients submit an evaluation reportattesting to the results of theirprograms and projects, thisinformation is “hidden” to all but theFoundation’s program staff. A newInternet-based tool, in the final stagesof development in 2003, will permitgrant recipients to report their resultson-line and share them with their ownconstituents, while permitting GCFto aggregate the information and shareit with Foundation donors.

Top: GCF Vice President for Grants & ProgramsMiles Wilson and Vice President for AdvancementAmy Cheney share new developments with other

Ohio community foundations in 2002.

Bottom: GCF supported Cincinnati CAN’s effortsto build a more just and equitable community.

Top: Dr. George and Sarah Hale at one of themany GCF events open to donors.

Bottom: Women featured in Life Lessons atHer Table, a Women’s Fund publication,at a 2001 book signing.

BALANCING ACTA second thread of continuity is thebalancing of effort — people, time,money and other resources — that theFoundation devotes to two veryimportant roles: community leadershipand grantmaking, and donor servicesfor individuals and families. These arehighly complementary and mutuallybeneficial sets of activities that, intandem with an exclusive focus onthis local geographic area, distinguishThe Greater Cincinnati Foundationfrom other types of philanthropic entities.

While earlier sections of this historydescribe elements of GCF’s leadershiproles, it is also important to note themany ways in which GCF addsincreasing value to donors’ charitablegiving. Vice President for AdvancementAmy L. Cheney, who has spearheadeddevelopment of the Foundation’sdonor service program, embodies thespirit of tradition combined with futureorientation. With ten years of experienceat GCF, she has the longest tenure ofany current employee.

A thread that ties technology and donorservices together is an on-line grantsuggestion tool. Donors can suggestgrants over the Internet at their leisure.Another example is that GCF has beenable to gradually increase the frequencyof opportunities for donors to suggestgrants from monthly to weekly.

A program called Partners in Givingwas adapted in 1998 to help donorstake greater advantage of theFoundation’s thorough review of grant

applications. The Donor Connectionsnewsletter is published quarterly to helpconnect donors with the causes theyare most interested in supporting.The Foundation’s staff structure alsochanged to help donors maximize theircharitable giving goals. Like privatebanking, each donor has a personal“relationship manager” to assist themwith their giving and grantmakingactivities. As GCF’s staff learns moreabout donors’ specific interests,information can be provided to donorsabout their priority concerns and helpfacilitate the “match” with theirgrantmaking interests.

THE IMPORTANCE OFRELATIONSHIPSThe final thread of continuity is theFoundation’s traditional ability to managerelationships with a growing variety ofindividuals, groups and organizations.The core of GCF’s work is the morethan 1,300 unrestricted, field of interest,restricted and donor advised fundsestablished by donors in the last 40 years.More recently, regional affiliates inClermont County and NorthernKentucky have been added and theFoundation has begun providing staffsupport to a group of leading womenwho are helping The Women’s Fund ofGCF to create greater opportunities forwomen and girls. GCF also managesThe Anthem Foundation of Ohio, a$23 million supporting organizationdedicated to funding preventive healthservices for the indigent residents of 36counties in Ohio.

Page 24

This list represents the many individualswho have served as volunteer leaders ofThe Greater Cincinnati Foundation since1963. They led the organization throughits formative years, guided its transitionto a paid staff, and have provided thediverse and thoughtful guidance neededto guarantee the continued success ofthis community foundation in theTristate region. A complete list of currentvolunteers (by committee) is availableon the Foundation’s Web site(www.greatercincinnatifdn.org) or inthe most recent annual report.

DIRECTORSMark Upson* 1963-71William E. Anderson* 1971-78Jacob E. Davis* 1978-87William D. Atteberry* 1987-88William O. Coleman 1988-90William A. Friedlander 1990-94

ASSOCIATE DIRECTORSWilliam E. Anderson* 1969-71, 1978-80Jacob E. Davis* 1974-78Walter L. Lingle, Jr.* 1974-94William D. Atteberry* 1979-87James P. Orr II 1981-83Robert I. Westheimer* 1982-93Herbert R. Brown+ 1983-91Nelson Schwab, Jr.+ 1984-94William O. Coleman 1985Charles W. Goering+ 1988-94Daniel W. LeBlond+ 1988-94Elizabeth D. Goldsmith+ 1990-93Merri Gaither Smith+ 1992-93

A Proud History of Leadership

DISTRIBUTIONCOMMITTEE ANDGOVERNING BOARD,1963-PRESENTJacob E. Davis* 1963-74James L. Elder* 1963-75Frank T. Hamilton* 1963-68Ralph Lazarus* 1963-70Louis Nippert* 1963-72Charles Sawyer* 1963-78Edward F. Willenborg* 1963-64John J. Cranley, Jr., M.D. 1965-66Joseph E. Ghory, M.D.* 1966-69Lawrence H. Rogers II 1968-76Elmer R. Maurer, M.D.* 1970-73Philip Steiner* 1971-80Harold S. Schiro, M.D.* 1973Mark Upson* 1973-77Eugene J. Burns, M.D.* 1974-76Dean P. Fite 1974-82Robert O. Klausmeyer 1976-85Edmund C. Casey, M.D.* 1977-79Marjorie Hiatt Marx 1977-86William T. Earls* 1978-79Robert H. Castellini 1979-87William C. Portman 1979-83Neal N. Earley, M.D. 1980-84William A. Friedlander 1981-90John L. Strubbe* 1983-92Kathryn M. Pettengill 1984-93Richard B. Budde, M.D. 1985-89Robert G. Stachler 1985-95Louise A. Head 1987-96Charles S. Mechem, Jr. 1987-91Doris R. Sells* 1987-88W. Wallace Abbott 1988William D. Atteberry* 1989-92Cynthia O. Booth 1989-97

“Since its beginning, a major strength of the Foundation has been the excellence ofcommunity leaders willing to share, on a volunteer basis, their knowledge, skills and energiesto guide it. An ever-increasing pool of dedicated individuals has committed themselves overtime to the Foundation’s service throughout Greater Cincinnati and we are forever gratefulfor their insights, devotion and generous leadership.”


2003 GOVERNING BOARD

John S. St i th, Chairman

Barbara G. Lewis, Vice Chairman

Thomas A. Brennan

Lee A. Car ter

Paul W. Chel lgren

Cathy T. Crain

Johnathan M. Hol i f ie ld

Ber t M. Huff

Wil l iam C. Por tman I I I

Myr t is H. Powel l , Ph.D.

Carole T. Rigaud

Marvin H. Rorick, M.D.

* Deceased + Currently serving on a Governing Board committee or task force

CREDITS

Primary writer/editor: Elizabeth Bower Reiter

Designer: Shelley Klingelsmith, Dan PingerPublic Relations Inc.

Major contributions to this history of

The Greater Cincinnati Foundation were made

by Kathryn Merchant and many

of GCF’s annual report writers over the years,

including Oliver M. Gale, Carolyn F. McCoy,

Jane D. Portman, and Amy L. Cheney.

Sidney A. Peerless, M.D. 1990-92Dwight H. Hibbard 1991-99John G. Smale 1991-94Frank Bloom+ 1992-2000W. Monty Whitney, Ph.D. 1992Herbert R. Brown+ 1993-2000Frank W. Cianciolo, M.D.+ 1993-2000John T. Lawrence III+ 1993-2001Paul G. Sittenfeld 1993-2001Elizabeth D. Goldsmith+ 1994-2002Joseph A. Pichler 1994-96Merri Gaither Smith+ 1994-2002Robert I. Westheimer* 1994-97William R. Burleigh 1995-2001John S. Stith+ 1996-Walter E. Bartlett 1997-99Lee A. Carter+ 1997-David B. O’Maley 1997-2002Bert M. Huff+ 1998-Myrtis H. Powell, Ph.D.+ 1999-Barbara G. Lewis+ 2000-Thomas A. Brennan+ 2001-Jennifer M. Dauer 2001-02Marvin H. Rorick, M.D.+ 2001-Paul W. Chellgren+ 2002-Johnathan M. Holifield+ 2002-

BIBLIOGRAPHYAft, Richard N., Painful Decisions, Positive Results; United Way & Community Chest 1915-2000,Symphony Communications, Cincinnati, Ohio, 2000.Anderson, William E., “The Lengthening Shadow,” paper presented to the Literary Club of Cincinnati,November 18, 1957.Anderson, William E., “A Shining Light,” paper presented to the Literary Club of Cincinnati,November 14, 1979.Gale, Oliver M., They Helped Shape Our City, Cincinnati Oral History Foundation, 1992.The Greater Cincinnati Foundation, annual reports, 1963-2001.The Greater Cincinnati Foundation, Distribution Committee and Governing Board minutes, 1963-2002.McCoy, Carolyn, notes from personal interview with Jacob E. Davis, May 1999.Magat, Richard, ed., An Agile Servant: Community Leadership by Community Foundations, The Councilon Foundations, Washington, DC, 1989.New York Community Trust, The story of The New York Community Trust — the first 50 years, 1970.Reiter, Elizabeth Bower, notes from personal interviews with William A. Friedlander, Karen D. Hoeband Carolyn F. McCoy, 2003.

William C. Portman III+ 2002-Cathy T. Crain+ 2003-Carole T. Rigaud+ 2003-

LEGAL COUNSELRobert P. Goldman* 1963-76William T. Bahlman, Jr.+ 1976-94Richard J. Ruebel 1995-

PUBLIC RELATIONSCOUNSELOliver M. Gale 1963-83

CONTROLLERRaymond W. Klink* 1974-83Oliver H. Hunter, Jr.* 1983-87

ADMINISTRATIVEASSOCIATEThomas S. Heldman* 1990-94

VOLUNTEERCOORDINATORBarbara G. Lewis+ 1991-94

Top: 1981 Distribution Committee:(clockwise from left) Robert O. Klausmeyer,William A. Friedlander, Roert H. Castellini,William C. Portman, Dean P. Fite. Not pictured:Neal N. Earley. M.D. and Marjorie Hiatt Marx.

Current information about The Greater Cincinnati Foundation, including electronic copiesof most publications, is available at GCF’s Web site: www.greatercincinnatifdn.org

The Greater Cincinnati Foundation • The Robert & Ruth Westheimer Center for Philanthropy200 West Four th Street • Cincinnat i , Ohio 45202 • (513) 241-2880

The Greater Cincinnati

Foundation (GCF) is a

charitable organization that

builds and preserves permanent

funds, identifies opportunities

to improve the quality of life

for people in our region, and

responds with grants addressing

six key areas: arts and culture,

community progress, education,

the environment, health, and

human services. Formed in

1963, GCF provides

philanthropic leadership to

eight counties in the

Ohio-Kentucky-Indiana region.

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