2016 FULL GRANTMAKER SALARY AND BENEFITS REPORT

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1 206 FULL GRANTMAKER SALARY AND BENEFITS REPORT

2 June 207 An active philanthropic network, the Council on Foundations ( founded in 949, is a nonprofit leadership association of grantmaking foundations and corporations. It provides the opportunity, leadership, and tools needed by philanthropic organizations to expand, enhance and sustain their ability to advance the common good. With members from all foundation types and sizes, the Council empowers professionals in philanthropy to meet today s toughest challenges and advances a culture of charitable giving in the U.S. and globally. 22 Crystal Drive, Suite 700 Arlington, VA Copyright 207 Council on Foundations. All rights reserved. Data from this report may not be cited or reproduced without attribution to the 206 Grantmaker and Benefits Report and the Council on Foundations. The 206 Grantmaker and Benefits Report Tables, Board Compensation Tables, Administrative and Program Expense Tables, and Full Report are the property of the Council on Foundations. Any reproduction, total or partial, and any representation of the substantial content of these reports, or one or more of its components, by any process whatsoever, without the express authorization of the Council on Foundations, is prohibited and constitutes an infringement.

3 KEY FINDINGS Dear Colleagues, The Council on Foundations is pleased to release the 206 edition of the Full Grantmaker and Benefits Report. For nearly 30 years, this publication has served as one of the most comprehensive resources in the field on compensation levels and salary administration. It remains one of the most useful management resources that the Council offers, and perhaps more importantly, it provides a key opportunity for self-reflection about our field. Foundations and corporate giving programs use this data to plan their annual budgets, benchmark their personnel policies and practices, determine salary levels for new and existing staff, and understand the demographics of the talent in the field more broadly. The 206 Full Grantmaker and Benefits Report contains benefits and diversity information on more than 9,945 full-time employees, offering critical insight into the field s current recruitment, retention, and talent and leadership development needs. It is also a reminder that in light of the many demographic changes underway in our country, there is still much work left to be done in our field, particularly in the area of recruiting more racial and ethnic minorities and women in leadership as well as being more intentional in efforts to attract and develop a new generation of philanthropy professionals. For instance, among institutions surveyed, over one-third of staff were 50 to 64 years old, and among full-time staff, racial and ethnic minorities made up 26 percent. These results show us that we must continue to press towards our institutions better reflecting the communities we serve. Intentional efforts towards being more diverse and inclusive coupled with greater transparency about the internal workings of foundations and corporate giving programs will only increase public trust in our collective work. I want to thank the grantmakers who participated in this year s survey. Without their contributions, this publication would not be possible. The field benefits greatly from their willingness to contribute data to this resource. Thank you to the Council s partners in this work, including Foundation Center, the Forum of Regional Associations of, and their members. This research has provided us with important tools to examine our institutions, benchmark ourselves against our peers and have much-needed conversations on areas of improvement. Sincerely, Vikki Spruill President and CEO Council on Foundations 206 Full Grantmaker and Benefits Report 207 Council on Foundations

4 KEY FINDINGS Table of Contents KEY FINDINGS Survey Participants... 2 Staff Composition... 2 Staff Compensation... 5 Staff Benefits... 8 Staff Tenure... 0 CHAPTER : INTRODUCTION Methodology and Respondents... 4 Report Format and Definitions... 5 Table. Respondent Numbers for the Last Three Surveys by Grantmaker Type and Asset Group, Table.2 Respondent Numbers for the Last Three Surveys by Corporate Grantmaker Type and Grants Group, Table.3 Respondent Numbers for the Last Three Surveys by Region, CHAPTER 2: STAFFING AND SALARIES Staffing Table 2. Size of Respondents Staff by Grantmaker Type and Asset or Grants Group, Table 2.2 Size of Respondents Full-Time Staff by Grantmaker Type and Asset or Grants Group, Table 2.3 Average Size of Private Respondents Full-Time Staff Excluding Larger-Staffed by Grantmaker Type and Asset Group, Table 2.4 Size of Respondents Part-Time Staff by Grantmaker Type and Asset or Grants Group, Table 2.5 Median Number of Full-Time Staff by Grantmaker Type and Asset Group, Table 2.6 Median Number of Part-Time Staff by Grantmaker Type and Asset Group, Staff Demographics Gender Table 2.7 Gender of the Full-Time Staff Reported by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 2.8 Gender of the Full-Time Staff Reported by Type of Staff and Grantmaker Type, Table 2.9 Gender of the Full-Time Staff Reported by Type of Staff and Corporate Grantmaker Type, Table 2.0 Gender of the Full-Time Staff Reported by Professional or Administrative, Staff Demographics Race/Ethnicity Table 2. Percent and Number of White and Minority Full-Time Staff Reported by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 2.2 Race/Ethnicity of the Full-Time Staff Reported by Grantmaker Type and Asset or Grant Group, Table 2.3 Percent and Number of White and Minority Full-Time Staff Reported by Type of Staff and Grantmaker Type, Table 2.4 Percent and Number of White and Minority Full-Time Staff Reported by Type of Staff and Corporate Grantmaker Type, Table 2.5 Percent and Number of White and Minority Full-Time Staff Reported by Professional or Administrative, Table 2.6 Percent and Number of White and Minority Full-Time Staff Reported by Group, Table 2.7 Race/Ethnicity of the Full-Time Staff Reported by Type of Staff and Region, Table 2.8 Percent and Number of White and Minority Full-Time Staff Reported by Total Full-Time Staff Reported, Staff Demographics Age Table 2.9 Age Range of Full-Time Staff Reported by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 2.20 Age Range of Full-Time CEO/CGO Reported by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 2.2 Age Range of Full-Time Program Officer Reported by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Staff Demographics Disability Table 2.22 Staff Reported with Disabilities by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 2.23 CEO/CGO Reported with Disabilities by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 2.24 Program Officer Reported with Disabilities by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Staff Tenure, Departure, and Turnover Table 2.25 Full-Time Staff and Organization Tenure by Grantmaker Type and Asset or Grants Group, Table 2.26 Full-Time CEO/CGO and Organization Tenure by Grantmaker Type and Asset or Grants Group, Table 2.27 Full-Time Program Officer and Organization Tenure by Grantmaker Type and Asset or Grants Group, Table 2.28 Total Staff Departure Rates by Grantmaker Type and Asset or Grants Group, Table 2.29 Professional Staff Departure Rates by Grantmaker Type and Asset or Grants Group, Full Grantmaker and Benefits Report 207 Council on Foundations

5 KEY FINDINGS Table 2.30 Administrative Staff Departure Rates by Grantmaker Type and Asset or Grants Group, Table 2.3 Total Staff Turnover Rates by Grantmaker Type and Asset or Grants Group, Table 2.32 Professional Staff Turnover Rates by Grantmaker Type and Asset or Grants Group, Table 2.33 Administrative Staff Turnover Rates by Grantmaker Type and Asset or Grants Group, Salaries Table 2.34 Median and Mean Salaries for CEO/CGOs and Program Officers by Grantmaker Type, Table 2.35 Full-Time CEO Salaries by Grantmaker Type and Asset Group, Table 2.36 Full-Time Program Officer Salaries by Grantmaker Type and Asset Group, Table 2.37 Full-Time CGO Salaries by Corporate Grantmaker Type and Grants Group, Table 2.38 Full-Time Corporate Program Officer Salaries by Corporate Grantmaker Type and Grants Group, Table 2.39 Full-Time CEO/CGO Salaries by U.S. Census Region, Table 2.40 Full-Time Program Officer Salaries by U.S. Census Region, Table 2.4 Full-Time CEO/CGO Salaries at Small-Staffed, Table 2.42 Number of on the Five-Year Panel Reporting Select Staff Compared to 206 Respondents by Grantmaker Type and Asset Group, Table 2.43 Median Annual Salaries for CEOs/CGOs at on the Five-Year Panel by Grantmaker Type and Asset Group, Table 2.44 Median Annual Salaries for Program Officers at on the Five-Year Panel by Grantmaker Type and Asset Group, Table 2.45 Median Base Growth for CEOs, Table 2.46 Median Base Growth for Program Officers, CHAPTER 3: ISSUES SPECIFIC TO THE CHIEF EXECUTIVE OFFICER Chief Executive Officers at Table 3. with CEOs by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 3.2 CEOs Full- or Part-Time Status by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 3.3 Base Salaries of Part-Time Paid CEOs by Hours Worked Per Week, Table 3.4 Total 205 Cash Compensation for Full-Time CEOs by Grantmaker Type, Asset Group, Region, and Total Paid Staff...05 Table 3.5 Full-Time CEOs for Whom Deferred Compensation Was Set Aside in 205 by Grantmaker Type, Asset Group, Region, and Total Paid Staff...06 Table 3.6 Deferred Compensation Set Aside for Full-Time CEOs in 205 by Grantmaker Type, Asset Group, Region, and Total Paid Staff...07 Table 3.7 Full-Time CEOs to Whom Bonuses Were Awarded in 205 by Grantmaker Type, Asset Group, Region, and Total Paid Staff...08 Table 3.8 Bonuses Awarded to Full-Time CEOs in 205 by Grantmaker Type, Asset Group, Region, and Total Paid Staff...09 Table 3.9 Offering CEO-Exclusive Benefits and Benefits Offered by Asset Group, Table 3.0 Full-Time CEOs for Whom Discretionary Grantmaking is Permitted by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 3. Maximum Amount per Discretionary Grant Permitted for Full-Time CEOs by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 3.2 Maximum Amount per Year of Discretionary Grantmaking Permitted for Full-Time CEOs by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 3.3 Full-Time CEOs with Written Descriptions by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 3.4 Full-Time CEOs with Written Formal Contracts or Letters of Agreement by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Chief Giving Officers at Corporate Table 3.5 Corporate with CGOs by Corporate Program Type, Grants Group, Region, and Total Paid Staff, Table 3.6 Corporate CGOs Full- or Part-Time Status by Corporate Program Type, Grants Group, Region, and Total Paid Staff, Table 3.7 Titles of Full-Time CGOs by Corporate Program Type, Grants Group, Region, and Total Paid Staff, Table 3.8 Titles of the Persons to Whom the Full-Time CGOs Report by Corporate Program Type, Grants Group, Region, and Total Paid Staff, Table 3.9 Division in Which the Corporate Giving Program Is Located by Corporate Program Type, Grants Group, Region, and Total Paid Staff, Table 3.20 Total 205 Cash Compensation for Full-Time CGOs by Grantmaker Type, Grants Group, Region, and Total Paid Staff...2 Table 3.2 Full-Time CGOs for Whom Deferred Compensation Was Set Aside in 205 by Grantmaker Type, Grants Group, Region, and Total Paid Staff Full Grantmaker and Benefits Report 207 Council on Foundations

6 KEY FINDINGS Table 3.22 Deferred Compensation Set Aside for Full-Time CGOs in 205 by Grantmaker Type, Grants Group, Region, and Total Paid Staff...23 Table 3.23 Full-Time CGOs to Whom Bonuses Were Awarded in 205 by Grantmaker Type, Grants Group, Region, and Total Paid Staff...24 Table 3.24 Bonuses Awarded to Full-Time CGOs in 205 by Grantmaker Type, Grants Group, Region, and Total Paid Staff...25 Table 3.25 Full-Time CGOs for Whom Discretionary Grantmaking Is Permitted by Grantmaker Type, Grants Group, Region, and Total Paid Staff, Table 3.26 Maximum Amount per Discretionary Grant Permitted for Full-Time CGOs by Grantmaker Type, Grants Group, Region, and Total Paid Staff, Table 3.27 Maximum Amount per Year of Discretionary Grantmaking Permitted for Full-Time CGOs by Grantmaker Type, Grants Group, Region, and Total Paid Staff, Table 3.28 Additional Program Activities for Which the CGOs Are Responsible by Corporate Program Type, Table 3.29 Additional Program Activities for Which the CGOs Are Responsible by Grants Group, Table Base Salaries of Full-Time CGOs by Number of Additional Program Responsibilities...30 Table 3.3 Full-Time CGOs with Additional Duties Within the Parent Corporation Not Related to the Giving Program by Grantmaker Type, Grants Group, Region, and Total Paid Staff, Table 3.32 Median Percent of Time Full-Time CGOs Spend on Additional Duties Within the Parent Corporation by Grantmaker Type, Grants Group, Region, and Total Paid Staff, CHAPTER 4: SALARY ADMINISTRATION Increases Table 4. Providing a Increase by Grantmaker Type, Table 4.2 Median Increase by Grantmaker Type, Table 4.3 All Median Increase by Basis Combinations, Table 4.4 Community Foundations Median Increase by Basis Combinations, Table 4.5 Corporate Median Increase by Basis Combinations, Table 4.6 Family Foundations Median Increase by Basis Combinations, Table 4.7 Independent Foundations Median Increase by Basis Combinations, Table 4.8 Public Foundations Median Increase by Basis Combinations, Table 4.9 Operating Foundations Median Increase by Basis Combinations, Table 4.0 Other Median Increase by Basis Combinations, Table Increases Compared to Those Granted in 205 by Grantmaker Type, Asset Group, Region, and Total Paid Staff...39 Table 4.2 Increase Practice Among With No Increases in 206 by Grantmaker Type, Asset Group, Region, and Total Paid Staff...40 Bonuses Table 4.3 Staff s Eligible for Bonuses in 205 by Grantmaker Type, Asset Group, Region, and Total Paid Staff...4 Table 4.4 Change in Bonus Eligibility Practice in 205 by Grantmaker Type, Asset Group, Region, and Total Paid Staff...42 Table 4.5 Change in Bonus Eligibility Practice for With No Staff Eligible for Bonuses in 205 by Grantmaker Type, Asset Group, Region, and Total Paid Staff...43 Table 4.6 That Awarded Bonuses in 205 by Grantmaker Type, Asset Group, Region, and Total Paid Staff...44 Table 4.7 Staff s That Received Bonuses in 205 by Grantmaker Type, Asset Group, Region, and Total Paid Staff...45 Table 4.8 Bases for Awarding Bonuses in 205 by Grantmaker Type, Asset Group, Region, and Total Paid Staff...46 Table 4.9 Formula for Determining Bonuses in 205 by Grantmaker Type, Asset Group, Region, and Total Paid Staff...47 CHAPTER 5: EMPLOYEE BENEFITS Benefits Costs Table 5. Median Required, Voluntary, and Total Benefits Costs as a Percentage of Total Salaries by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.2 Median Health/Medical and Retirement Benefits Costs as a Percentage of Total Salaries and Total Voluntary Benefits by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.3 Percent of Health/Medical Benefits Premiums Costs Paid by Employees by Plan Type and Coverage, Table 5.4 Median Average Health Maintenance Organization (HMO) Plan Premiums Costs Paid by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.5 Median Average Preferred Provider Organization (PPO) Plan Premiums Costs Paid by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.6 Median Average Point of Service (POS) Plan Premiums Costs Paid by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Full Grantmaker and Benefits Report 207 Council on Foundations

7 KEY FINDINGS Table 5.7 Median Average High Deductable Health (HDH) Plan Premiums Costs Paid by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Paid Leave Table 5.8 Offering Various Types of Paid Leave to Full-Time Staff by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Voluntary Benefits Table 5.9 That Offer Voluntary Benefits by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.0 Types of Voluntary Benefits Offered by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5. Types of Voluntary Benefits Offered to Full-Time Staff by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Retirement Benefits Table 5.2 Type of Retirement Plan Offered by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.3 Types of Defined Contribution Plans Offered by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.4 Maximum Employer Contribution as Percent of Base to 403(b) Defined Contribution Plans by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.5 Maximum Employer Contribution as Percent of Base to 40(k) Defined Contribution Plans by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.6 Maximum Employer Contribution as Percent of Base to Simplified Employee Pension Defined Contribution Plans by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.7 Types of Non-Qualified Plans/Deferred Compensation Plans for CEOs and Other Highly Compensated Staff Offered by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.8 Types of Other Benefits Offered to Full-Time Staff by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Benefits for Part-Time Staff Table 5.9 Offering Various Types of Paid Leave to Part-Time Staff by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.20 Types of Voluntary Benefits Offered to Part-Time Staff by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.2 Types of Other Benefits Offered to Part-Time Staff by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Benefits for Retired Employees Table 5.22 with Retired Employees by Grantmaker Type, Asset Group, Region,and Total Paid Staff, Table 5.23 Types of Voluntary Benefits Offered to Retired Staff by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.24 Retired Employees Contribution to Benefits Costs by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Domestic Partner Benefits Table 5.25 That Extend Benefits to Employees Domestic Partners by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.26 Percentage of That Extend Benefits to Employees Domestic Partner, by Selected Groups, Table 5.27 Domestic Partner Inclusion by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.28 that Extend Benefits to Employees Spouse in Same-Gender Married Couples by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Severance Table 5.29 That Have a Written Severance/Separation Policy by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.30 Severance/Separation Policy Options by Grantmaker Type, Asset Group, Region, and Total Paid Staff, Table 5.3 Severance Payment Method Options by Grantmaker Type, Asset Group, Region, and Total Paid Staff, CHAPTER 6: SALARY TABLES Community Foundations, by and Assets Corporate, by and Assets Private Foundations, by and Assets Operating Foundations, by and Assets Public Foundations and Other, by and Assets All, by and Assets All - Northeast Region, by and Assets All - South Region, by and Assets All - Midwest Region, by and Assets Full Grantmaker and Benefits Report 207 Council on Foundations

8 All - West Region, by and Assets All - East North Central Division, by All - West North Central Division, by All - New England Division, by All - Middle Atlantic Division, by All - South Atlantic Division, by All - East South Central Division, by All - West South Central Division, by All - Mountain Division, by All - Pacific Division, by Full Grantmaker and Benefits Report 207 Council on Foundations

9 KEY FINDINGS 206 Full Grantmaker and Benefits Report 207 Council on Foundations

10 KEY FINDINGS The 206 Grantmaker and Benefits Report provides the most comprehensive information available on the composition and compensation of U.S. independent, family, operating, community, and public foundations, as well as corporate and other grantmakers. It enables grantmakers to benchmark their compensation by grantmaker type, asset size, and geography across 35 paid professional and administrative staff positions. The report also offers extensive information for those seeking to benchmark their employee bonus programs, insurance practices, and retirement benefits against the field. It was prepared in cooperation with Foundation Center, which conducted the analysis. The 206 Grantmaker and Benefits Report presents some of the most frequently requested information from the field to the Council on grantmaker composition and compensation, as well as staff benefits and tenure (see Methodology and Respondents on page 4 for details). To maximize the value of this resource, the following benchmarking data should be used in conjunction with nonprofit and business compensation information at the local and national levels. Survey Participants A total of,00 grantmakers responded to the survey, 944 of which provided 206 position, salary, and demographic information on 9,945 full-time paid professional and administrative staff members. Their assets totaled over $287.5 billion, and their annual giving amounted to almost $6.0 billion in 205. The median asset size of respondents was $7.3 million, while the median giving amount was $3.5 million. By grantmaker type, community foundations accounted for the largest share of respondents (34 percent), followed by independent (27 percent), family (2 percent), and public ( percent) foundations. Respondents also included a small number of corporate grantmakers (3 percent), operating foundations ( percent), and other grantmaker types ( percent). Regionally, the largest share of grantmaker respondents came from the Midwest (3 percent), followed by the South (28 percent), Northeast (24 percent), and West (8 percent). The East North Central Division which includes Illinois, Indiana, Michigan, Ohio, and Wisconsin had the largest number of respondents with almost one-quarter of total survey participants. Staff Composition Overall, staffing demographics did not shift dramatically from 205 reported levels. Results from the 206 survey reflect relatively static ratios of female and minority employees, though responses suggest that more non-white staff may be filling roles at grantmaking organizations than in previous years. Age Over one-third of full-time staff were 50 to 64 years old About 6 percent of full-time staff were at or above retirement age Approximately percent of full-time staff were under 30 Age information was provided for 7,482 out of the 9,945 full-time paid grantmaker positions that were reported. The largest proportion of full-time staff were age 50 to 64 (35 percent), followed by those ages 40 to 49 (25 percent), 30 to 39 (24 percent), and under 30 ( percent). In 204, a new age category (65 and over) was added to reflect those employees of the current legal retirement age; this age group represents 6 percent of all reported salaried full-time staff. Other grantmakers had the lowest proportion of employees aged 50 to 64 (28 percent) while operating foundations reported the highest proportion of employees under 30 (5 percent). Age differences among asset bands did not vary widely save for the smallest grantmakers; organizations reporting less than $5 million in assets had the lowest proportion of staff aged 50 to 64 (27 percent) and the highest proportion of staff under 30 (7 percent) among the asset groups. The majority (60 percent) of grantmaker Chief Executive Officers (CEOs) fell in the 50 to 64 age bracket. Meanwhile, only one CEO was identified as being under 30. By grantmaker type, all operating foundations and most other grantmakers (92 percent) and corporate grantmakers (83 percent) reported no CEOs under 50 years old. Independent foundations reported the lowest proportion (56 percent) of CEOs aged 50 to 64 years. In terms of grantmaker size, about 9 percent of CEOs and Chief Giving Officers (CGOs) 2 were over 50 in organizations Fewer than 0 employees age range were reported in the CEO position for operating foundations; corporate and other grantmakers each reported 2. 2 CGOs are the senior most staff responsible for oversight of corporate grantmaking. Staff in this position may hold the title of Executive Director, President (of the foundation), Managing Director, or others. See Table 3.7 of this report for a breakdown of CGO titles by program type, grants group, region, staff size. 206 Full Grantmaker and Benefits Report 207 Council on Foundations 2

11 KEY FINDINGS with $500 million or more in assets; all grantmakers with $2 billion or more in assets reported CEOs over the age of 50. The proportion is smaller at grantmakers with fewer assets; 73 percent of grantmakers with assets under $0 million reported having CEOs 50 and over. Despite the majority of staff being older than 50, few grantmakers had staff at or above retirement age. Overall, about 6 percent of respondents reported full-time staff aged 65 years and over. Independent foundations had the highest proportion of retirement-age staff (8 percent), and corporate and other grantmakers reported the lowest (4 percent each). Smaller-staffed grantmakers those with only one or two paid staff members reported the highest percentage of retirement age staff (7 percent), while grantmakers with 20 or more staff members reported the lowest (5 percent). When looking solely at the age of CEO/CGOs, the proportion increases across the board: 8 percent are reported as being of retirement age. The figure climbs to over one-fifth of CEO/CGOs at grantmakers in middle and upper asset bands, and increases to two-fifths of CEO/CGOs at asset sizes of $750 million to under $ billion (for more information, see chapter 2). Gender In 206, women represented over three-quarters of reported grantmaker staff and over half of CEOs Among the largest grantmakers, women represented fewer than half of CEOs Women comprised 76 percent of the 9,288 full-time positions for which gender was reported, with 73 percent of professional staff positions filled by women; women represented 88 percent of administrative staff, 74 percent of Program Officers, and 58 percent of CEOs. Community foundations and corporate grantmakers had the highest ratio of women among their staff (79 percent and 78 percent, respectively), while operating foundations had the lowest ratio (though not too far below at 70 percent). The percentage of women on staff consistently hovers around the overall average across grantmaker asset sizes, though grantmakers at the smaller asset bands tended to report a greater percentage of women among their staff (grantmakers with between $0 and $25 million in assets reported a full 84 percent of staff as women). Despite accounting for the majority of grantmaker staff, women represented a smaller proportion of the top leadership positions of the organizations with the most assets. While in 206 women represented 74 percent of CEOs among grantmakers with less than $5 million in assets, the percentage of women in the top leadership position drops significantly among grantmakers classified in larger asset classes. For grantmakers included in the asset class of $250 million to $500 million, the share of women CEOs falls to about two-fifths, and at the very largest grantmakers those with $ billion or more in assets women accounted for just over one quarter of CEOs (for more information, see chapter 2). Race/Ethnicity Racial/ethnic minorities accounted for 26 percent of reported full-time staff in 206 Operating foundations and the largest grantmakers those with assets greater than $2 billion have a greater reported percentage of positions filled by racial or ethnic minorities compared to other types of grantmakers and other asset groups Racial/ethnic minorities comprise 0 percent of CEOs A total of 8,994 of the full-time paid staff positions documented in the 206 survey indicated the incumbent s race or ethnicity; 74 percent were white, 0 percent were black, 7 percent were Hispanic, 6 percent were Asian, and percent were biracial or multiracial. Nearly percent each were identified as American Indian, Pacific Islander/Hawaiian, or Other. Operating foundations were more likely to have staff identified as racial or ethnic minorities (40 percent), while community foundations were the least likely (9 percent). Larger organizations generally reported a greater share of staff comprised of racial or ethnic minorities compared to smaller grantmakers; grantmakers with $2 billion or more in assets reported that racial/ethnic minorities accounted for 38 percent of their full-time paid staff positions. The smallest grantmakers those with less than $5 million in assets reported a similar figure of 35 percent racial/ethnic minority staff. toward the middle of the asset size ranges tended to have the fewest racial/ethnic minority staff; those reporting between $50 and $00 million in assets indicated 6 percent of reported paid full-time staff as non-white. Similarly, the percentage of racial/ethnic minority Program Officers was highest among grantmakers with large assets. Although racial/ethnic minorities represented 35 percent of 206 Full Grantmaker and Benefits Report 207 Council on Foundations 3

12 KEY FINDINGS Program Officers overall in 206, they accounted for almost half of Program Officers at grantmakers with $2 billion or more in assets. Racial/ethnic minorities comprised a significantly lower percentage of individuals at the CEO/CGO level; they accounted for 0 percent of grantmaker CEOs overall. However, this figure increases to 20 percent of CEOs among grantmakers with $ billion or more in assets (for more information, see chapter 2). Share of All Full-Time Staff by Gender and Race/Ethnicity, 206 Race/Ethnicity Gender % N White Black Hispanic Asian Pacific Islander/ Hawaiian American Indian/ AK Native Bi- or Multi-Racial Other Female 56 5,038 Male 8.2,640 Female Male Female Male.8 58 Female Male.2 06 Female Male 0. 9 Female Male Female. 97 Male Female Male Based on responses from 893 grantmakers. Respondents were asked to classify individuals using by the following eight racial or ethnic categories: American Indian/Alaskan Native, Asian, black, Hispanic, Pacific Islander/Hawaiian, white, bi- or multiracial, or other. Because the survey did not include a separate question for Hispanic ethnicity, respondents falling into any of the specified racial groups may have chosen to privilege that identity over Hispanic ethnicity. Therefore, figures on the share of staff identifying as Hispanic may under-represent the actual share. Totals may not add up to 00 percent due to rounding. Share of Full-Time Paid CEO/CGOs by Gender and Race/Ethnicity, 206 Race/Ethnicity Gender % N White Black Hispanic Asian Pacific Islander/ Hawaiian American Indian/ AK Native Bi- or Multi- Racial Other Female Male Female Male.7 4 Female.7 4 Male 8 Female. 9 Male Female 0. Male 0. Female 0. Male 0. Female Male 0 0 Female Male 0 0 Based on responses from 88 grantmakers. Respondents were asked to classify individuals using by the following eight racial or ethnic categories: American Indian/Alaskan Native, Asian, black, Hispanic, Pacific Islander/Hawaiian, white, bi- or multiracial, or other. Because the survey did not include a separate question for Hispanic ethnicity, respondents falling into any of the specified racial groups may have chosen to privilege that identity over Hispanic ethnicity. Therefore, figures on the share of staff identifying as Hispanic may under-represent the actual share. Totals may not add up to 00 percent due to rounding. 206 Full Grantmaker and Benefits Report 207 Council on Foundations 4

13 KEY FINDINGS Share of Full-Time Paid Program Officers by Gender and Race/Ethnicity, 206 Race/Ethnicity Gender % N White Black Hispanic Asian Pacific Islander/ Hawaiian American Indian/ AK Native Bi- or Multi- Racial Other Female Male 6 53 Female 8 77 Male Female 8 77 Male 3 29 Female Male.9 8 Female Male 0. Female Male Female. Male Female. Male 0 0 Based on responses from 388 grantmakers. Respondents were asked to classify individuals using by the following eight racial or ethnic categories: American Indian/Alaskan Native, Asian, black, Hispanic, Pacific Islander/Hawaiian, white, bi- or multiracial, or other. Because the survey did not include a separate question for Hispanic ethnicity, respondents falling into any of the specified racial groups may have chosen to privilege that identity over Hispanic ethnicity. Therefore, figures on the share of staff identifying as Hispanic may under-represent the actual share. Totals may not add up to 00 percent due to rounding. Disability 3 Seven percent of respondents indicated having at least one staff member with a disability One percent of paid, full-time staff were reported as having a disability Of the 892 grantmakers that responded to the 206 broad survey question on the total number of both full- and part-time staff with disabilities, 7 percent reported employing persons 3 For the purpose of this survey, an individual with a disability includes someone with a physical or mental impairment that substantially limits one or more major life activity, someone with a record of such impairment, or someone regarded as having such an impairment. with disabilities. The median number of reported staff with a disability was one; only 2 (just over percent) of these respondents indicated they employed more than one person with a disability. Continuing with the goal to provide more information on staff with disabilities, we also asked respondents to include whether or not staff members had disabilities alongside demographic data like gender, race/ethnicity, and age. Respondents reported whether or not 7,35 paid, full-time staff members were persons with disabilities. Of those staff members, less than percent represented people with disabilities. By asset size, region, and staff size, the percentage of reported persons with disabilities generally hovered around percent. It should be noted that staff may choose not to disclose their disabilities and that organizations vary widely in their practice of collecting this information from employees, with some organizations intentionally choosing not to request this information from their staff. Therefore, the percentage of grantmakers employing staff with disabilities and the percentage of staff with disabilities are likely higher (for more information, see chapter 2). Staff Compensation Compared with the data collected in the 205 survey, 206 saw a slight, nominal increase in the reported median salary for all staff. Based on a review panel of foundations that responded to the last five surveys, the median salary for all reported staff shows that compensation rose slightly ahead of the Consumer Price Index rate of inflation between 20 and 206 for all staff. All Staff s Median reported salary for all full-time positions was $77,56 in 206 Respondents in Middle Atlantic, New England, and Pacific Census divisions reported higher median salaries The median full-time salary in 206 was $77,56, based on 9,945 staff positions reported by 944 grantmakers. Family foundations reported the highest median salary ($94,000), while the medians were notably lower for community foundations ($64,000). Perhaps reflecting, in part, higher regional costs of 206 Full Grantmaker and Benefits Report 207 Council on Foundations 5

14 KEY FINDINGS living, grantmakers in the Northeast and West divisions had higher median salaries ($87,38 and $8,000, respectively) than the South ($73,39) and Midwest ($70,463). The highest median salary was reported in the Middle Atlantic division states of New Jersey, New York, and Pennsylvania ($88,425), followed by the Pacific division states of California, Oregon, and Washington ($83,200). The lowest median salaries could be found in the East South Central division states of Alabama, Kentucky, Mississippi, and Tennessee ($66,382). Not surprisingly, large grantmakers generally reported higher median salaries than smaller grantmakers; though the two smallest asset groups $5 million to under $0 million and less than $5 million reported a median salary of $75,000 and $72,730 respectively for all staff. These figures were both around $0,000 higher than the reported median of $65,000 for the $25 million to under $50 million asset bracket. Among the 35 staff positions tracked in the 206 survey, CEOs and Program Officers accounted for the largest share of reported salaried staff (9 percent and percent, respectively). The median salary for CEOs was $75,000, while for Program Officers it was $84,334 (for more information, see chapters 2 and 6). Asset Group (in Millions) Median Grantmaker Salaries by Assets Group for Selected Staff, 206 All s CEO/CGO/ President Program Officer $2,000 or More 92, ,597 6,000 $,000 to $, , ,850 92,72 $750 to $ , ,060 84,538 $500 to $ , ,703 83,20 $250 to $ , ,740 89,200 $00 to $ ,000 20,000 73,000 $50 to $99.9 7,400 66,000 59,300 $25 to $ ,000 3,063 58,240 $0 to $ ,000 0,57 60,000 $5 to $9.9 75,000 78,650 73,723 Less than $5 73,730 05,600 72,800 All 77,56 75,000 84,334 Based on responses from 944 grantmakers. CEO/CGOs Median reported salary for full-time CEO/CGOs was $75,000 in 206 One-third of CEO/CGOs were offered bonuses in 205 Almost half of CEO/CGOs were permitted to make discretionary grants Median Grantmaker Salaries by Region, 206 Census Region Census Division Median Northeast Middle Atlantic 88,425 West Pacific 83,200 Northeast New England 82,000 All 77,56 South South Atlantic 75,000 West Mountain 74,60 South West South Central 74,000 Midwest East North Central 70,923 Midwest West North Central 68,495 South East South Central 66,382 Based on responses from 944 grantmakers. One responding organization is located outside of U.S. Census regions. Respondents provided 206 base salary information for 868 CEO/CGOs, which accounted for 9 percent of all reported fulltime salaried staff positions. While only 2 CEO salaries were reported among operating foundations, the median salary was higher than any other grantmaker type ($320,595). Independent foundations, other grantmakers, family foundations, and public foundations all reported median CEO salaries higher than the overall median ($229,500, $202,49, $87,708 and $83,855, respectively). Lower median salaries were reported by corporate grantmakers ($60,000) and community foundations ($36,650). By region, respondents with the highest median CEO/CGO salaries were located in the Northeast ($205,000), followed by the South ($84,609). The median salary of CEO/CGOs in grantmakers located in the West was close behind ($77,247), and grantmakers in the Midwest reported significantly lower median salaries ($45,000). Unsurprisingly, the largest grantmakers those with assets of $2 billion or more reported far higher median CEO/CGO compensation ($622,597) than those with lower asset levels. The values decrease as asset 206 Full Grantmaker and Benefits Report 207 Council on Foundations 6

15 KEY FINDINGS figures drop with the exception of the smallest grantmakers. Those with less than $5 million in assets reported a median salary of $05,600, a jump when compared to the reported median of $78,650 by next smallest asset group of $5 million to under $0 million in assets. Most grantmakers with full-time CEOs (90 percent) had a written position description, and just under half (47 percent) had written contracts or letters of agreement for their CEOs. Forty-five percent of CEO/CGOs were permitted to make discretionary grants; the median limit per grant was $0,000, and the median limit per year was $50,000. One-third of CEO/ CGOs (34 percent) were offered a bonus in 205, and the median bonus amount was $0,200. In addition, 22 percent of CEO/CGOs received deferred compensation in 205, with a median amount of $8,000. Nearly all of the 25 reported CGOs at corporate grantmakers were full-time paid staff (96 percent). A majority of those had the title of either Executive Director or President [of the foundation] (48 percent and 22 percent, respectively) and half (50 percent) reported to a chair of the board. About onequarter (27 percent) of CGOs had additional duties outside of their grantmaking organization and/or corporate giving program; the median share of time spent on these other duties was 30 percent (for more information, see chapters 2 and 3). Small 4 Median reported salary for full-time CEO/CGOs at singlestaff grantmakers was $0,000 Median reported salary for full-time CEO/CGOs at funders with two full-time staff members was $7,725 A total of 8 respondents reported having one paid staff member; 55 reported salary information for that sole staff member in the CEO/CGO position. The median CEO/CGO reported salary was $0,000, with a minimum of $47,000 and a maximum of $230,000. Community foundations reported the lowest median CEO/CGO salary ($68,500), and family foundations the highest ($30,000). Among the remaining survey respondents, 6 reported two staff members; 90 indicated that at least one of the staff members was the CEO. These CEOs had a median salary of $7,725 and a range from $30,000 to $300,000 (for more information, see chapter 2). Increases and Bonuses Almost nine-tenths of grantmakers increased salaries in 205 and three-quarters planned salary increases for 206 The median salary increase for both 205 and 206 was 3 percent About half of respondents had staff eligible for bonuses in 205 Nine-tenths of grantmakers with staff eligible for bonuses awarded them Since 202, median full-time staff salaries have risen 7 percent before factoring in inflation Almost nine-tenths of 206 respondents (87 percent) reported an increase in salaries for 205. These respondents were also asked to estimate the average increase for their entire staff. Based on these averages, the median salary increase across these grantmakers was 3 percent. By type, operating foundations had the highest proportion of grantmakers granting an increase (93 percent), followed by other grantmakers (92 percent) and community foundations (92 percent). Family foundations were least likely to grant a salary increase (77 percent). Of the 957 respondents to the questions on bonuses, 54 percent indicated that staff were eligible to receive bonuses in 205; almost two-fifths (38 percent) indicated that all staff were eligible. Of responding organizations where staff was eligible, nine-tenths (9 percent) awarded bonuses that year. About twofifths of grantmakers awarding bonuses awarded them to all staff. Most grantmakers (82 percent) based the bonus amount on employee performance or merit. The majority also awarded a flat dollar amount (64 percent). Of the grantmakers that did not grant bonuses, 94 percent indicated that this was standard practice. 4 Small refers to the number of total staff members, with a threshold of one or two full- or part-time paid staff as of January, 206. Not all respondents indicated total number of staff. For 206, a smaller share of funders (76 percent) expected to or had already increased staff salaries compared to Based on responses within the 206 survey requesting respondents prior year s and current year s increase. These figures are available in Table 4. of this report. 206 Full Grantmaker and Benefits Report 207 Council on Foundations 7

16 KEY FINDINGS The median implemented or planned increase matched the 205 total at 3 percent. For those that were not planning on increasing salaries in 206, 29 percent indicated that this was a change from past practice; 7 percent reported that this was consistent with their operations and increase salaries infrequently or irregularly (for more information, see chapter 4). Finally, based on a sample of 466 grantmakers that responded to the last five surveys, median grantmaker salaries have risen 7 percent before inflation since 202. Program Officers saw a slower rate of growth in their median salaries between 202 and 206 (4 percent), and CEO/CGOs saw a higher rate (5 percent) (for more information, see chapter 2). Reported and Real Change in Median CEO/CGO/President and Program Officer Base Salaries, Years Adjusted Dollars CEO/CGO/President 202 Reported Dollars 65,532 Constant Dollars 65,532 Percent Change 203 Reported Dollars 70, Constant Dollars 67, Reported Dollars 75, Constant Dollars 69, Reported Dollars 83, Constant Dollars 78, Reported Dollars 90, Program Officer Constant Dollars 82, Reported Dollars 84,700 Constant Dollars 84, Reported Dollars 86, Constant Dollars 84, Reported Dollars 89, Constant Dollars 87, Reported Dollars 88,2-2. Constant Dollars 85, Reported Dollars 87, Constant Dollars 84, Real change based on constant 202 dollars as of February of relevant years. Calculated using the U.S. Bureau of Labor Statisitics Inflation Calculator ( htm) 2 Data from a panel of 466 foundations that responded to the Grantmaker and Benefits Survey for five consecutive years and reported at least one CEO or program officer salary. Staff Benefits Most of the benefits data remained consistent with last year s responses. This year s responses suggest that fewer grantmakers may be covering all premium costs, but only at a slightly lower rate. In addition, respondents that did not cover all premium costs reported that employees were responsible for a higher median premium coverage when compared to last year s survey. Overall Benefits Over nine-tenths of responding grantmakers offered voluntary benefits 6 to staff Of grantmakers offering voluntary benefits, most offered retirement/pension and medical benefits About two-fifths of respondents extended benefits to domestic partners Ninety-three percent of respondents offered voluntary benefits to staff beyond those traditionally required by the government (e.g., FICA), 90 percent offered paid leave, and 87 percent reported offering both voluntary benefits and paid leave. By type, 00 percent of the operating and other grantmakers offered voluntary benefits, followed by corporate grantmakers (96 percent), community foundations (95 percent), public foundations (93 percent), and independent foundations (93 percent), with family foundations reporting the lowest proportion offering voluntary benefits (87 percent). Among all respondents, the median total cost of staff benefits (required and voluntary) as a percentage of total salaries was 25 percent. This figure was highest for independent and operating foundations (30 percent each), followed by family foundations, other grantmakers, and corporate grantmakers (26 percent each), and public foundations (24 percent). Community foundations had the lowest ratio, falling below the median at 22 percent. Predictably, the share drops fairly consistently as the organizational size goes down both in terms of staff size and assets. Medical benefits predictably accounted for the highest median share of the total cost of voluntary benefits (52 percent). 6 For purposes of the survey, voluntary benefits do include medical, as well as retirement, severance, and other benefits such as professional membership dues, tuition assistance, etc. Voluntary benefits do not include FICA, SUI, and worker s compensation which are required by law. 206 Full Grantmaker and Benefits Report 207 Council on Foundations 8

17 KEY FINDINGS A slight majority of respondents (55 percent) indicated they had part-time employees. Most grantmakers that had parttime employees and offered paid time off included paid holidays (88 percent). A majority also included bereavement leave (64 percent), vacation leave (64 percent), and sick leave (6 percent). A smaller percentage of grantmakers offered personal/discretionary leave (34 percent) and personal time off (3 percent). For part-time employees growing their families, 33 percent of respondents offering paid time off included maternity leave, and about one quarter included paternity leave (26 percent) and adoption leave (25 percent). Compensatory time for exempt employees is the least offered type of paid time off ( percent). Across the board, a higher proportion of grantmakers offered these types of leave to full-time employees. In terms of voluntary benefits, the most frequent ones offered to part-time employees were retirement or pension plans (82 percent) and medical insurance (50 percent). About one-quarter of respondents indicated they had retired employees. Only a small number of respondents (92) specified that benefits extended to retired employees, but among those, the most common benefits offered were medical insurance (87 percent) and dental benefits (52 percent). Only 2 percent of grantmakers that responded to a question asking if retired employees were required to contribute to benefits costs said yes. Finally, same-sex married spouses were eligible to receive benefits from over half (434 of 725) of responding grantmakers. About two-fifths (33 of 739) indicated they extended benefits to the unmarried domestic partners of their employees in 206. Most of these grantmakers (9 percent of 297 respondents) included both same-sex and opposite-sex domestic partners; 7 percent indicated that domestic partner benefits were for samesex couples only (for more information on benefits, see chapter 5). Medical Benefits Most grantmakers provided medical benefits to full-time employees Around two-fifths of grantmakers providing medical benefits covered the full cost of single-coverage HMO, PPO, and HDH plans; that figure falls to three-tenths for PPO single coverage plans Ninety-one percent of respondents specified that their voluntary benefits included medical benefits for their full-time employees in 206. All grantmakers with $500 million to under $2 billion in assets provided medical benefits Depending on plan type and coverage, between three-tenths and two-fifths of respondents that offered medical benefits covered the full cost of single-coverage benefits. Forty-two percent of those providing health maintenance organization (HMO) plans covered all premium costs. The proportion dropped for preferred provider organization (PPO) plans (39 percent) and point-of-service (POS) plans (3 percent). High-deductible health (HDH) plans saw a marginally higher proportion of grantmakers covering all premium costs (43 percent). When coverage was expanded beyond the employee (single+ or family), the proportion of respondents that covered all premium costs varied between 0 and 24 percent depending on the type of plan and coverage. For organizations that did not cover the entire cost of medical benefits (a majority of grantmakers, regardless of plan type and coverage), the median share of costs to the employee for singleperson (employee) coverage was 20 percent for HMO, PPO, POS, and HDH plans. The median share of benefit costs paid by the employee varied by plan type across all grantmaker types, though employees at independent foundations tended to come in at or below the median of 20 percent for all single coverage plans. By asset size, employees at larger grantmakers were generally required to cover a smaller share of the costs. The median proportion of the premiums paid by employees ranged from 25 percent to 30 percent for single+ and family coverage across plan types. The median monthly premiums per employee in 206 by plan and coverage are shown below. Plan Type Median Average Monthly Plan Premiums Paid, 206 Employee/ Single Employee/ Single+ Family HMO 542,047,508 PPO 659,27,750 POS 622,32,736 HDH 532,078,493 Based on responses from 749 grantmakers that indicated they offer one of the plans listed. Community and public foundations and corporate grantmakers generally paid lower premium amounts; independent and family foundations paid higher amounts. Larger grantmakers often paid higher premiums depending on the plan type and coverage, but there is no consistent pattern (for more information on medical benefits, see chapter 5). 206 Full Grantmaker and Benefits Report 207 Council on Foundations 9

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