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Click on the links below to access the full articles from our council e-newsletter.  The e-newsletter is distributed three times a year (March, June and September).  If you are interested in providing an article for future issues, please email info@pgcgp.org.

  • Thursday, March 18, 2021 10:00 AM | Anna Matheson (Administrator)

    Written By: Phil Cubeta and Laurie Morrow. Phil holds the Sallie B. and William B. Wallace Chair in Philanthropy at The American College of Financial Services, where he directs and teaches in the Chartered Advisor in Philanthropy® (CAP®) program. Dr. Laurie Morrow serves the CAP® program as an educational consultant and editor. She is also the editor of CAPShare.

    The National Standards for Gift Planning Success (NSGPS) identify the elements essential to a successful, sustainable gift-planning program. The American College of Financial Services® presents a summary of these recommendations.

    Read more.
  • Thursday, March 18, 2021 9:59 AM | Anna Matheson (Administrator)

    Written By: Claudine A. Donikian, President & CEO, Pentera, Inc.

    Pentera's COVID-19 survey was conducted as a second phase of research—following a series of interviews that Ms. Donikian conducted with other industry experts beginning in Spring 2020 to discuss how they were adapting their planned giving programs to these unprecedented times. The survey findings include responses to questions about stewardship and marketing received from hundreds of planned giving departments around the nation.

    Follow link to request complimentary download.

  • Thursday, March 18, 2021 9:51 AM | Anna Matheson (Administrator)

    Written By: Kathleen Sanger, Director of Development, Home of the Sparrow

    Small, front-line service organizations like Home of the Sparrow focus as many resources as possible on the client. Of our 10 full-time employees, five are solely dedicated to delivering the mission – programs and trauma-informed case management to help women and children in Chester County, PA, avoid homelessness. Our only source of income, minus some program fees, is fundraising – all $1.3M of it. With no endowment, we wake every July 1st to a “zero” in balance sheet.

    We know that building our planned giving programs is vital; it comes up all the time at meetings, amongst peers and from marketing emails that tell us we’d better get on the ball. Well, here’s what I know about the “ball” when you are in a small shop: You must put things into perspective.

    First, you must accept that you are a department of one (or two if you’re lucky) who is responsible for writing grants, the annual appeal, events, fulfilling contracts for local government funding, stewarding donors, managing gift entry and acknowledgements, cleaning the bathroom (if it’s your Friday to do so), taking out the trash (every Friday) and answering the phone or door if no one else is available. You can only do so much and that is okay; let yourself off the hook and stop having nightmares.

    Second, get everyone around you to stop having nightmares and panicking. My heart breaks for those of us (staff and volunteers) who were convinced that not only is planned giving REALLY complicated, you most certainly cannot begin until you have a brochure (don’t get me started on the brochure). This leads to months and months of writing and designing by committee (yikes) during which, the whole point is missed.

    Isn’t planned giving just part of the natural course of building a relationship with a donor? It’s okay to be in a conversation with a donor and, because you sense it is the right thing to say, you ponder aloud, “Your love for our mission is extraordinary. I wonder if you have considered leaving Home of the Sparrow in your estate plans?” Last time I checked it was legal to utter these words even if you don’t have a brochure. At smaller shops, we need a new PG mantra: “It’s not rocket science – anyone can do it!” Run a query of all donors with 10, 15 or even 25 years of consecutive giving. Take 10 who gave in the last six months and send them a note or call them to get a relationship started or to deepen it.

    Third, forgive ourselves for not being experts in estate planning. If a donor asks a how a CRT works and we’re not sure, reply: “I can help you achieve your philanthropic dreams with us, but when it comes to what planned giving vehicles are right for you, it’s best to chat with an expert.”

    I’ve worked at large institutions where there was a staff attorney who could do it all – introduce the idea, help donors dream, and introduce the gift planning products that would create a win-win. In an ideal world, we’d all have an expert on staff. Since that’s not plausible, we take baby steps like adding language to our webpages and on pledge cards. We form a committee of those closest to us who may not be experts but want to ensure the future of our work. They create a name for the giving society and begin promoting the concept strategically. If a brochure emerges, well that’s just serendipity.

    If you’d like to share your insight and experience with “small shop” planned giving in a future issue of our newsletter, please contact Megan Cantalupo at mccantal@udel.edu.

  • Thursday, December 10, 2020 12:45 PM | Anna Matheson (Administrator)

    Written By: Anat Becker, JD

    We all know the phrase (from the book of Ecclesiastes in the Bible), "There is an appointed time for everything, and a time for every affair under the heavens." What a time these months have been: of learning to listen better and more deeply; of understanding what it truly means to be flexible and adaptive; of learning to be quiet and calm in the midst of chaos and uncertainty; of learning to be docile--teachable--and realizing that I know I don't know so much. For the fundraiser and those who help others to realize their philanthropic passions, more than ever, I hope we are learning to put our donors and those for whom we carry on our work in the center of all we do. This time will pass; a new time will come...

    Christopher Jungers, CFRE, CAP
    President, Association of Fundraising Professionals – Greater Philadelphia Chapter

    Dear Friends,

    My friend and fellow Planned Giving Council of Greater Philadelphia board member, Christopher Jungers, shared the reflection above with me. Christopher’s words resonated with my own experience during the pandemic and its aftermath in recent months.

    In these turbulent times, the planned giving field can still offer donors ways to support the philanthropic community of greater Philadelphia. And PGCGP is here to continue and support your work through continuing education and networking opportunities. 

    I hope that you’ve enjoyed our recent series of lectures offered in lieu of Planned Giving Day.  With a wide array of offerings – from an inspiring presentation about philanthropy and diversity, to efforts to streamline our work with retirement gifts, to taking stock of the health of your charitable gift annuity program – just to name a few. If you had registered and missed some of these excellent sessions, please be sure to review the recordings. 

    Please be sure to sign up for Jon Tidd’s presentation on January 28, as well as Claudine Pentera’s presentation on March 26. Both are excellent speakers and their insights will be especially welcome as we continue to navigate new ways and approaches to promoting philanthropy.

    This will be my last letter as president of PGCGP as my tenure comes to an end next month. It’s been a pleasure to learn with you and I look forward to seeing you all in person very soon.

    With my best wishes for a safe and healthy holiday season and a very happy 2021.

  • Thursday, December 10, 2020 12:19 PM | Anna Matheson (Administrator)

    Written by: L. Scott Schultz, President, Schultz & Williams

    One thing has become clear during these trying times is that donors want to help. Planned gifts most often come from loyal donors—not necessarily big donors. That means your most important task is to pay attention to donors in a way that inspires and justifies their loyalty.

    If anyone tries to tell you that we’ve been through this before, don’t believe them. That is, don’t believe that the crises all of us are facing these days are the same as those we’ve weathered in the past. The present layers of stress and uncertainty are almost too many to count, from the pandemic and the deeply damaging recession we are enduring, to the historic struggle against racism and the political turmoil we are experiencing, to the impacts of climate change we are witnessing—the hurricanes and wildfires each more savage than the last. Trying times, to say the least.

    The good news for those of us in the nonprofit world is that our donors want to help. They want to support the organizations they’ve always believed in, and they want to fund those that are successfully meeting pressing needs. This includes many donors who may be promising candidates to make planned gifts.

    In fact, there are certain aspects of the present moment that favor planned giving. Having seen that unexpected crises can suddenly pose an existential threat to the organizations they care about, more donors are now open to the idea of supporting an endowment or another gift that is clearly focused on your organization’s long-term sustainability.

    This then, can be a time of opportunity. As someone with a perspective spanning four decades in fundraising, I believe the key to seizing that opportunity lies in effective stewardship. It’s all about making sure you don’t lose donors during this time of crisis and ensuring that you are doing everything you can to actually strengthen your level of connection and engagement.

    As I am fond of reminding my colleagues, donors are like grandparents: They want to know how you are doing. They want to know you care. And the worst thing you can do is have them feeling left out. An intentional, sustained program of stewardship is your way of responding to these feelings.

    Remember, planned gifts most often come from loyal donors—not necessarily big donors. That means your most important task is to pay attention to donors in a way that inspires and justifies their loyalty.

    So how do you put your commitment to stewardship into action? I have three pieces of advice to share.

    1. Make your plan for donor engagement; and follow it — Any priority as important as stewardship is at this moment deserves careful forethought. Start by focusing on your donor records. Make sure your data is good, and take the time to do your homework, reviewing your prospect pool thoroughly. The more you know about the individuals you are seeking to cultivate, the more personal and individualized your approach can be. You should also look to identify donors who are new to your organization who have stepped forward in response to the crisis. Remember, we are looking to acquire donors not gifts. While the donor’s motivation for giving may have been transactional, an effective stewardship effort can create a strong planned giving prospect.

    Next, think about your points of contact. How many can you manage and how can you focus your limited time most productively? My advice here is that it’s generally smarter to choose depth over reach—in other words, plan for more frequent and meaningful contacts with a smaller number of high-priority prospects than trying to engage with everyone. Remember that to be effective, your stewardship will need to be sustained, and biting off too large a prospect audience makes it less likely that it can be.

    2. Revisit and refine your messaging — Your organization’s message to donors must always begin with your mission and the reasons it matters. However, some of those reasons may be different today than they were a year ago. It’s important to explain how, connecting your mission to this moment. It’s also important to share updates on how you’re doing, to explain how the crisis may have changed your organization, and to communicate the solutions you are putting in action.

    As you do so, I would encourage you, more than ever before, to adopt an attitude of transparency. This is no time for spin (if there ever was one). It is a time for honest and open concern and sharing. The starting point for our connection with donors is very basic; it comes from the fact that in these recent months, we have all found ourselves newly vulnerable and are eager for any chance to help and support each other.

    3. Choose multiple channels of communication —  To get and keep donors’ attention and nurture a meaningful conversation with them over time, you can’t rely on any one form of contact. In fact, you need to do exactly the opposite, tapping the full range of outreach channels available, from mass mail and email to hand-written notes, personal calls, and Zooms. There is no single medium that is right for this moment; instead, you should look to combine tried and true old-school methods with the newest ideas out there. As part of the mix, I strongly suggest exploring video. In these days since in-person encounters have grown so difficult and rare, simple, sincere video messages, even recorded on smart phones, have shown their power to connect with people.

    One last key point: your stewardship communications need to be two-way. Donors not only need to hear from you, but to know that you are hearing them.

    In closing, I’d like to share one piece of advice that transcends the tactical steps I have recommended. It is to remember the essential importance of hope. Donors may love your organization and believe in your cause. However, they won’t give in a significant way until you’ve made them feel secure about the future. This, of course, is even more true when it comes to planned gifts than other forms of support. Planned gifts are the ultimate long-term investment.

    This means that in our stewardship, we need to work intentionally to envision better days to come. We need to think about the part our organizations can play in getting there. We need to focus on positive outcomes.

    I don’t often find myself quoting Napoleon, but on this point he was correct. “A leader,” he said, “is a dealer in hope.” Right now, we need to pitch in to lead the great nonprofits that we all count on back to a point of strength and stability, and planned giving will be essential to our success.

  • Wednesday, August 12, 2020 4:30 PM | Anna Matheson (Administrator)

    Written by: Anat Becker, JD

    Dear Friends,

    I hope you are safe and well. We've missed seeing you at the educational events of the Planned Giving Council of Greater Philadelphia, and we were glad that so many of you joined us online in March and June. September is right around the corner, and with it our traditional kick-off to Fall programming. You will see that we've adapted our programs and courses to today's realities. 

    The PGCGP has a robust lineup of programs scheduled for the Fall, including a Planned Giving Day keynote presentation on Diversity and Philanthropy. Please see a summary of this extremely important and timely session directly below. We hope that these educational programs will be helpful to your work in the greater Philadelphia philanthropic community.   

    On September 11 we will hold a webinar featuring Russell James, J.D., Ph.D., CFP®. Russell is a professor in the Department of Personal Financial Planning at Texas Tech University where he directs the on-campus and online graduate program in Charitable Financial Planning (planned giving). Russell will review 100 years of data about charitable bequests.

    On September 24 and 25 the
    Planned Giving Course will take place online. This course is designed for new and emerging planned giving professionals and development officers who want to add planned giving conversations into their interactions with donors, and wealth advisors and financial professionals who seek to increase their understanding of charitable planning strategies.

    Our Planned Giving Day Series
    is arriving Wednesday, October 14, with two educational sessions scheduled every Wednesday through November 18. While we'll miss seeing everyone at the Union League, we are pleased to offer pertinent topics by renowned speakers.

    Finally, another educational program will take place on December 3. Additional information will be shared closer to that date.

    I invite you to enjoy these topics and to sign up for these programs at your earliest convenience. Registration is available at
    pgcgp.org and via emails that are ongoing. I also encourage you to join one of our many committees that encompass membership, programming, sponsorships and much more.

    Best wishes to you all.

  • Wednesday, August 12, 2020 4:26 PM | Anna Matheson (Administrator)

    Written by: Viken Mikaelian, CEO, PlannedGiving.Com

    A sad moment during this pandemic was my mother’s death. Because of the lockdown and travel restrictions, I could not be with her during her final days (she lived in Nevada). Although I’m told she passed in peace, which was a blessing, it doesn’t take away the sting — and I know there’s many people right now who can relate.

    The pandemic has affected each of us in different ways, and we all have stories to share.

    But if you know me, you know it’s not in my nature to sit around and wring my hands over what was, or even what might be. I choose to focus on the positives during tough times. So, with that in mind, I’ve been treating the pandemic as an opportunity for personal development: The lockdown has inspired me to experiment with new habits and new lifestyles. Some of them I’ll keep. Others … not so much.

    For instance:

    The Good

    I’ve been getting in touch with clients just to say “hi!” (you should do that, too — call or write to a donor daily).

    I’ve been brainstorming with staff to develop new ways for clients to market their planned giving programs (you should be brainstorming ways to reach prospects).

    I updated my estate plans (you should probably do that, too).

    I’ve been working seven days a week, and yet still setting aside time for my wife. I cherish our happy hour at 7 PM every night on the deck (OK, truth be told I was usually working seven days a week before the pandemic, so not much of a change there. The point is, it’s time to double down, not hurry up and wait).

    The Bad

    I’m only shaving once a week.

    I’ve been letting my hair grow.

    I’ve cut down on exercise.

    The Silly

    I’ve become a scofflaw; a true rebel without a cause: Due to lack of traffic, I often take a right on a “No Turn On Red” (and then suffer Driver’s Remorse that evening…).

    I’ve been considering teaching Chloe, our Yorkie, how to drive. What could possibly go wrong?

    Email us some of your good, bad and silly habits. And be brutally honest.

    I’ll respond. Honest.

  • Wednesday, August 12, 2020 3:54 PM | Anna Matheson (Administrator)

    Written by: Aruna Pappu, LLM-Tax, J.D., MSTax, Director of Development, Gift Planning, Drexel University

    As this unprecedented COVID-19 crisis continues, more and more Americans are facing uncertain futures.  In the past few months, an interesting trend has been evolving from this uncertainty:  Attorneys across the country are being besieged by clients requesting new Wills and Estate Planning Documents.  COVID-19, it appears, has been a resounding wake-up call to many who have avoided facing these important personal and family decisions in the past.  As Mary Kate D’Sousa, a veteran estate lawyer and co-founder of Gentreo observed, “[A]s awful as the pandemic is, at least it will enable people to take action they need to protect their families and loved ones….This has moved from the ‘to-do-list’ to ‘I really have to get that done.”

    So who are these folks now clamouring for their Wills to be done?  Attorneys are reporting that these new clients represent all ages and segments of society, rich and poor, old and relatively young.  It appears that what’s happening in lawyers’ offices now reflects the “Best Practices” promulgated in the industry for years: Namely that Wills and Estate Planning Documents are beneficial to all individuals, regardless of financial standing or age.  Now more than ever, Americans across the board are poised to draft/update their Wills, Powers of Attorney, Healthcare Surrogates, Living Wills and End of Life Directives.

    My fellow PGCGPers, by now you should be hearing the not-so-faint strains of harps and the pot o’ gold image should be coming into sharp focus.  As more and more Americans are updating their Wills and planning documents, they will inevitably also be making decisions about their Charitable Giving.  Our Prospective Donors are primed to GIVE NOW, so this is a HUGE opportunity for us.

    The obvious question at this point is “HOW?”  HOW do we undertake meaningful discussions with our Prospects during these socially distant times and still manage to move the Gifting process forward?  Although the “Best Practices” for this aspect of our profession are new and continually evolving, it is widely recommended that Charitable Gift Planners make the following modifications to their Gifting strategies:

    1. Delay IN-PERSON meetings with older Donors.  Instead, use tools such as Zoom meetings, FaceTime calls, etc. to schedule VIRTUAL Visits with older Donors.  This is a useful method to remain in contact with Prospects and an effective way to keep the Gift Planning discussion active during these times of socially distancing;
    2. Remind Donors about the benefits of CGAs.  Take this opportunity to  assure Donors that their annual CGA income will NOT be affected by Market volatility;
    3. Educate Donors about the SECURE Act.  Educate Donors about the SECURE Act’s new rules regarding Retirement Accounts and Qualified Charitable Distributions (QCDs), also known as Charitable IRA Rollovers.  Clarify that the SECURE Act affects Donors who own IRAs, 401(k)s or any Qualified Retirement Plan.  Further, the demise of the “Stretch IRA” will likely motivate Donors with large IRAs to Gift a larger percentage, or possibly all, to charity;
    4. Encourage Donors to consider other deferred Gifts.   For example, discuss the benefits of Gifts from Wills, Trusts, Life Insurance or Payment/Transfer on Death designations – since these do not require a current transfer of assets, Donors may find them more appealing;
    5. DISCOURAGE Gifts of DEPRECIATED Capital Assets.  Explain to Donors that, under the current Market downturn, depreciated capital assets such as securities or real estate, should not be donated.  Encourage Donors to Gift cash instead.

    With the aid of available technology, these recommendations seek to help us “pivot” to more “Virtual” interactions with our prospective Donors – at least for the foreseeable future.  Remember my friends, we’re all in this together.  So let’s all do our best to use this “Silver Lining” to Planned Giving’s advantage!

  • Wednesday, August 12, 2020 3:27 PM | Anna Matheson (Administrator)

    Written by: Delia Perez, CFRE, Director of Planned Giving, Fairleigh Dickinson University

    As gift planning officers, we focus on relationship building with our benefactors to ultimately connect their passion with our nonprofit’s needs. As we get to know and build trust and rapport with our donors, we come to understand what they value and want to achieve with their philanthropic investment. The Marzan brothers and their love of running led them to Fairleigh Dickinson University and ultimately, the creation of legacy gifts for scholarships to honor the memory of their FDU mentors. 


    Paul (left) and Peter (right) Marzan run into FDU cross country stardom in 1977.

    Twin brothers, Peter and Paul Marzan, unexpectedly found their way to Fairleigh Dickinson University, and it all started with their love of running. They grew up in Park Ridge, N.J., where they attended elementary school and graduated from Park Ridge High School in 1976. Their mother, Geraldine, worked hard to raise her boys on her salary as a cashier in a local supermarket and knew that a college education was far beyond their means. She encouraged them to study hard and get good grades.

    The Marzan brothers were outstanding athletes at Park Ridge High School and their track records caught the eye of a volunteer ‘talent scout,’ Elia Stratis, who ultimately directed them to FDU. Elia, BS in accounting (’67), MBA (’76), was a member of the FDU Board of Trustees, had served as president of the FDU Board of Governors, and was an avid soccer player.

    Paul says, “We were contacted by Elia who was working with FDU’s Athletic Department. We didn’t respond right away, so Elia kept calling us throughout the spring and summer of 1976. He had a video of Peter and I winning track and cross country events. He wanted to meet us and our Mom, and we invited him to our home. Elia arrived with a fruit basket for us and discussed FDU athletics, and the rest is history.”

    According to Peter, “Elia was shopping for talent to help the assistant athletic director and coach, Walter Marusyn, build better soccer, cross country and track teams for the University. He made it his personal quest to recruit exceptional runners for FDU’s athletic teams.” After that conversation, Peter and Paul were offered scholarships and enrolled at FDU for the 1976 fall semester. Peter says, “Paul was the top recruit that year and the scholarships made a college education possible for us. Mom was thrilled beyond words and always left two dollars on the kitchen table for us to take to FDU each day. Our teammates told us that Elia showed up in their living rooms with fruit baskets too and also encouraged them to consider FDU athletics. His strategy worked.”

    During their running days at FDU, Peter and Paul, and their teammates, made Coach Walter Marusyn very proud, especially with the record-setting performance of the 1977 cross country team. In 1978, Paul was the Mid-Atlantic Region nationally ranked team’s MVP (most valuable player) in cross country and co-captain of FDU’s cross country team in 1979. Through it all, they remained grateful for their track and cross country athletic scholarships that funded their FDU education.

    Ever the entrepreneur, Elia left a prominent accounting firm and founded his own firm, Campos & Stratis, in 1969. He was a pioneer in the field of forensic accounting. During their four years at FDU, Peter and Paul worked as summer interns with Elia, who also mentored their educational, athletic and early professional lives.  

    Peter earned his BS (’80) in marketing and was hired as an internal auditor for Butler International. He also enrolled in FDU’s MBA program and in March 1985, Elia hired him to work with his firm. Peter completed his MBA (’86) in accounting and passed the CPA exam that same year. He continued to work at Campos & Stratis as a senior auditor until Elia’s unexpected passing in December 1988.

    In March 1989, Peter accepted a position at Evonik Corporation and became an accomplished lead buyer for 25 rail-to-truck transfer terminals, a bulk-truck transportation program, and a 40-site 3-PL (third party logistics) warehouse network. In July 2014, he was promoted to Category Manager within the logistics department at Evonik Corporation, until his retirement in January 2016. Peter now volunteers with the Humane Society of Broward County, FL., invests in real estate and start-up biotech companies, and is still running.

    Similarly, Paul earned his BS (’80) in marketing. He worked with the marketing department at Mikasa China & Glass for four years and then advanced to its crystal inventory control team for eleven years. In 1995, Paul began his new role as a logistics manager with Waterford/Wedgwood USA in charge of three of the nine departments at the main warehouse. Starting in 2000, he oversaw the design and opening of a new satellite distribution center for Wedgwood USA in Cranbury, N.J., and served as one of six project managers implementing its bar code driven warehouse management system.  

    In 2004, Paul left corporate life behind as his entrepreneurial spirit urged him to start his own landscaping business. At the same time, he also began his own real estate investment company, purchasing undervalued residential real estate, rehabilitating the properties, and marketing these as rental properties. He now considers himself ‘semi-retired’ as he successfully manages his portfolio of residential rental properties located in Hamilton Township and Trenton, N.J., and New York City. And just like his brother, Paul is still running. 

    In retrospect, the Marzan brothers credit Elia Stratis as their insightful “angel investor,” along with Coach Walter Marusyn, who recognized their talent and potential at FDU. Their FDU education and experience provided a pathway to success, fostered enduring friendships with members of their cross country team, and changed their lives forever.

    The Marzan brothers believe in giving back and making a difference in the lives of others. Peter says, “As we get older, we feel more of a responsibility to give back. Philanthropy and charity to others take on a higher priority. We didn’t have much when we were young and now we want to open doors for other students to have a chance at FDU too.” Paul agrees and says, “We went to a school that did its best for us and now it’s time to give back. FDU is a good place to put your money to work helping students achieve a great education.”

    Peter and Paul truly appreciate their FDU education and experience. Their estate plans include legacy gifts to further the impact of existing scholarships honoring the memory of their mentors, Elia Stratis and Walter Marusyn. Now it’s their turn to open doors for the next generation of student athletes who are ready to run with FDU.

    Peter (left) and Paul (right) Marzan with Delia G. Perez, CFRE, FDU Director of Planned, in Hamilton Township, NJ (June 22, 2019)

  • Wednesday, August 12, 2020 2:56 PM | Anna Matheson (Administrator)

    Written By: David L. Eldridge, Ph.D., Associate Director of Individual Giving, Swarthmore College, and Carol Blakely Buchser, M.S., Swarthmore College Class of 1967 (in consultation with Renée Atkinson, Director of Gift Planning, Swarthmore College)

    The philanthropic partnerships we form via planned gift discussions are grounded in the sensitive topic of mortality as we plan a donor’s final gift. These discussions also involve the complexity of matching donors with a myriad of possible planned gift structures with varied tax and financial implications and requirements. In this case,the creation of Carol’s flip trust accelerated a pre-existing bequest of real estate that she had established years before we began our work together. The transformation from a revocable bequest to an irrevocable life income gift nearly doubled Carol’s impact on Swarthmore’s Changing Lives, Changing the World campaign, expanded her class scholarship’s impact, and added to Carol’s delight in giving. Swarthmore’s donor-centric approach prepared David to follow Carol’s lead from our first meeting.

    When we first met, you were so excited to show me how much your bequeathed property had increased in value! Listening to you talk about how your cancer experience inspired that gift demonstrated deep trust and motivated me to discover ways to turn the additional equity into philanthropy.

    Attending Swarthmore changed my life in so many ways. When I contracted thyroid cancer in 2014, I set up a Living Trust and bequeathed the condominium I purchased in 1977 to Swarthmore. I am thrilled that the condo valuation has increased dramatically over 43 years.

    I had no idea if it was possible to convert the added equity of Carol’s property into an expanded gift. After some consultation with colleagues, we discovered a solution: a flip trust! You were excited about the strategy, but you had a caveat.

    I am devoted to my long-term tenant, who moved into the property in 2012. She is retired and lives alone but has two grandchildren living nearby whom she cares for. I felt strongly that it would be mean-spirited to inform the tenant that I was giving her a
    month’s notice to move out.

    We then wrestled at the office with a new question: would the tenant’s ending the lease constitute a qualified flip event? Some of our external advisors furnished an answer. Since Carol would sell the house after her tenant leaves, we could use the standard flip event of the property sale.

    Carol: I was thrilled with David’s news: my tenant stays in the condo until choosing to vacate. It’s a win-win situation! My tenant remains in place as long as she wants, and I get to see how Swarthmore benefits from this endowment, continuing its mission of changing lives, changing the world.

    David: We worked hard together with a number of my colleagues and the vendor that manages our trust investments to establish Carol’s trusteeship and to make sure that everyone shared an understanding of how Carol’s flip trust operates. As the current trustee, Carol will continue to receive rent and will pay all property expenses, including those accrued at sale (taxes, advisement, etc.). Swarthmore will then assume trusteeship over the sale proceeds and distribute quarterly trust revenue to Carol.

    The process of setting up the flip trust was a smooth one. I received excellent guidance from the Swarthmore team and the trust investments vendor. I consulted with my trust attorney, and we were able to get all documents completed in short order. I would recommend a flip trust solution.

    Planned giving is best conceived as a creative, solution-generating collaboration among donors, gift officers, and external advisors (Carol and David’s team comprised over 15 people and four organizations).

P.O. Box 579
Moorestown, NJ 08057-0579

Phone: (267) 597-3817
Fax: (856) 727-9504
E-mail: info@pgcgp.org

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