“A new generation of philanthropists is emerging, anxious to see visible change and push the boundaries in charitable giving. This has created a role for a new generation of creative and innovative professional advice,” says Ceris Gardner, partner of Maurice Turnor Gardner (MTG), a new law firm offering international wealth management solutions including philanthropy advice.

In its previous guise (the recently demerged private client department of Allen & Overy LLP) MTG was one of the first law firms to enter the UK philanthropy advisory ‘space’, which has grown apace over the last decade (see ‘A decade of development’ in this issue).

Commercial, professional and charitable organisations now offer a diverse range of services to help donors be more effective and efficient in their giving. These providers of advice include foundations, charities, banks, solicitors, accountants, multi-family offices and specialist consultants.

There is evidence of continuing growth in demand for advice – one recent study shows that across Europe, 63% of advisors receive more requests for philanthropy advice now than two years ago¹.

But there is also evidence of donor dissatisfaction: in another study of ultra-high-net-worth individuals (UHNWs) in the UK, Germany and Switzerland undertaken in 2007 by Scorpio Partnership, commissioned by NPC, wise and Bertelsmann Stiftung, called 'Philanthropy amongst ultra-high-net-worth individuals and family offices in Europe’, it showed that 90% did not believe traditional wealth advisors were meeting their needs.

There is a recognised gap between the high aspirations of the wealth management industry in providing advice and the fact that many advisors aren’t adequately trained or confident enough to talk about philanthropy with clients.

To help address this, Philanthropy UK launched a new website this month in conjunction with the Society of Trust and Estate Practitioners (STEP), called Giving Advice; the site offers advice and resources for intermediaries wanting to improve the efficacy of their clients’ philanthropy.

'Commoditising’ services is another obstacle for both providers and donors.

While many wealthy donors are willing to pay for advice, according to the research, professional advisors are struggling with how to charge for their advice in a way that donors can easily understand and compare.

Some advisors report a reticence among donors to pay a fee, seemingly due to an underlying belief that services associated with philanthropic giving should be free or subsidised in some way, or because there is confusion over what’s on offer.

However, investment from donors and advisors is crucial if the market is to develop. This is more likely once the value of advice is communicated by providers and understood by donors. There is a mutual learning curve to ascend.

Warren Lancaster, European advisory director, of Geneva Global International (GGI), observes, “Paying a fee for professional philanthropic giving advice has only recently emerged with ‘new philanthropy,’ and some philanthropic investors are still cautious about it. But as the improved social return on investment becomes clear, it will prove to be good value for money.”

Many believe the turning point will come once philanthropists see advice as an ‘investment’ rather than a ‘spend’.

Sean Stannard-Stockton, chief executive of newly-launched US-based Tactical Philanthropy Advisors (TPA), makes this point in his Tactical Philanthropy blog entry of August last year.

“As long as donors view giving as a spending category, they will be highly resistant to paying for information and advice to guide their giving. But to the extent that donors reframe giving as an investment activity… watch out, you’ll see an explosive new industry emerge to help guide the $300 billion plus that Americans give to charity each year.”

There is an onus on those involved in developing the advisory market to more clearly communicate the value professional advice can deliver.

Clare Brooks, of the Community Foundation Network, says, “We know from the feedback our members receive from clients that they value philanthropy advice; however not all of them would acknowledge philanthropy advice was what they thought they needed when they first started out. Sometimes it is only later that they acknowledge the value of the process they have been taken through by the community foundation, on the journey. Therefore the challenge is to change the perception of philanthropy advice to highlight what it can do for the client and for better outcomes. We all have to do much more to promote the value of this service."

This perceived ‘value’ is likely to increase as advisors become more professionalised and the sector becomes more transparent.

At present, the advisory landscape is difficult for donors to navigate and differentiate. There are no entry standards and anyone can set up as an advisor. One credential gaining acceptance in the US is the Chartered Advisor in Philanthropy designation from The American College, according to Stannard-Stockton.

There is a call in the UK for a charter or code of conduct to be introduced. Certainly as the philanthropy advice market grows, questions about how to ‘police’ professionalism ought to become a bigger issue.

Etienne Eichenberger of Geneva-based philanthropy advisor wise, says: “The marketplace is confusing for donors – the clarity between various offers is still too poor today. Claims are being made by advisors but it’s hard to know who or what to believe. It seems to us that there is a need for clarification in quality standards.”

Plum Lomax, of New Philanthropy Capital (NPC), which offers analysis and advice to charities and funders, says: “There is no one strong leader in this area to develop the marketplace, create innovative products and take the industry in a clear direction. Within commercial organisations philanthropy has been more about the individual than a philanthropy service embedded within that organisation, with a few notable exceptions. Philanthropy has been more of a bolt-on solution than an integral service, and as a result development has been haphazard.”

NPC addresses this ‘leadership vacuum’ in a research report (see The business of philanthropy) to be published this autumn looking at how the market should best develop and who should be involved.

We started working with Rockefeller Philanthropy Advisors (RPA) approximately two years ago. We are a US-based family foundation with $10m (£6,066,219) worth of assets, donating approximately $500,000 (£303,000) a year to causes, including retraining nonviolent ex-offenders into employment, micro-lending and health-related causes.

Prior to working with RPA we had donated money on an ad-hoc basis, responding to requests and giving in a very symptomatic way that lacked continuity. We felt we wanted to channel our energies and funds to projects that were prioritised and as a result give in a more effective and strategic way.

In other areas of our lives we organise and give thought to how we prioritise our activities and we felt we wanted to apply that to our giving and achieve a more rigorous approach to our philanthropy.

We had seen a number of news items during 2006 about RPA’s work with other foundations and something about their approach appealed to us. After meeting them we were even more impressed with the professionalism of their people, their thought processes and their knowledge. We liked their personal competence and demeanour. We really felt they were ‘top of the class’; I refer to them as the ‘McKinsey of philanthropy’. It is important to have this level of confidence in an advisor to be able to work with them in a meaningful way.

The value of taking advice has been several-fold. After setting some of our own parameters, RPA was able to identify relevant causes and provide assistance and guidance on the best way to support them. RPA also provides hands-on operational support, overseeing the implementation of our philanthropy. As we are a small family foundation with no staff, to be able to ‘rent’ knowledgeable staff from RPA is invaluable. Though it is difficult to measure impact, based on anecdotal evidence, I have absolute confidence that by taking advice we are doing more than we would through our own efforts and in a more effective and focussed way, thereby achieving greater impact.

Are we happy to pay for advice? Yes. We view philanthropy advice in the same way as taking any professional advice, such as legal consultation. We are paying to effectuate our goals, which RPA helps us do through their expertise and knowledge. If we didn’t work with them we would have to give more of our time which, as a busy family, we don’t have. We feel it is a very reasonable trade-off. There is an added comfort in knowing RPA is a not-for-profit organisation.

The advice I would offer other donors thinking of taking advice is to be confident in their advisor's ability, their knowledge of philanthropy, the quality of their people and in the way they operate.

Perhaps this marketplace ‘confusion’ is one reason why many philanthropists are still happy to make their giving journey alone. For those who are confident in the ‘why’, ‘what’ and ‘how’ of their giving, informal advice via the web may be a good place to start. A wealth of easily accessible and free resources exists to support aspiring donors wanting to give more effectively, such as those on the Philanthropy UK website (see Philanthropy UK advice resources).

Aspiring donors can also discuss aims and objectives with family, friends or colleagues who have already begun their giving journey. Indeed, many organisations offer ‘donor networking’ opportunities as part of their donor education programmes.

Maya Prabhu, senior philanthropy advisor at private bank Coutts & Co, which organises donor forums for its clients, says: “There are lots of right ways to give – it is a balance between head and heart. By mixing with other donors people can hear stories, share ideas and develop their own theories of philanthropy.”

But as donors become more businesslike about their giving, so taking professional advice becomes a more compelling solution. A client of the Institute for Philanthropy comments: “When you’re making money, there’s an entire infrastructure around you – assistants, associates, accountants – that facilitates your success. However, when it comes to giving money away, an equivalent infrastructure isn’t so readily accessible. In that sense, the philanthropy sector needs strong and stable institutions, similar to successful organisations that you might find in the private sector.”

Professionals can offer donors a ‘short cut’ to practical and strategic support and give access to research, expert knowledge and often global networks, alongside donor networking and education, tax advice and vehicle structuring. They offer specialist advice for particular types of donor such as families or those who want to support specific causes or giving at a global or local level. Some organisations will do all of the above and more. (see 'Quick guide to philanthropy advisors'). However, Heiko Specking, Head of Charity Services at VALUEworks, a Zurich-based multi-family office, says, “Advisors are not there to tell donors what to do. Their role is to guide and support clients in identifying and exploring their options.”

Which leaves donors with a difficult decision - how to choose their advisors.

A donor seeking formal advice could ask themselves a number of questions before engaging an advisor, such as why they are seeking advice, how they know they are ready to receive it and whether they will use more than one advisor. See Questions to ask for further guidance.

As philanthropy is such a personal experience, ‘trust’, ‘chemistry’ and ‘intuition’ play an important part in forming an effective donor/advisor relationship. wise’s Eichenberger says, “As well as understanding and asking about the hard facts of an organisation, a donor should use their intuition when choosing an advisor and ask themselves ‘Do I trust that person to do what they say they will do?’ That being said we find that our clients are well equipped to undertake such due diligence. Philanthropy is like any other tailor-made service they may need.”

Emma Turner, head of client philanthropy at Barclays Wealth, describes giving philanthropy advice as “akin to life coaching or being a doctor”.

“At Barclays Wealth, advice is offered on a one-to-one basis and in strictest confidence. People tend to give as a result of their personal experiences, passions or even concerns which often includes the next generation. They need to be able to talk openly about these before we can begin helping them put a philanthropic strategy in place. Once we have had those initial discussions we can start to make a plan which may also include connecting them with other specialists in the field for particular needs.”

Coutts & Co’s Prabhu agrees that free-flowing conversation is key to setting a donor on the path to effective and rewarding philanthropy: “Philanthropy is a very personal and human pursuit and a donor must feel relaxed enough to speak openly and freely with their advisor in order that their aims can be met.”

The range and quality of philanthropy advice varies, so perhaps the best way to start is to seek recommendations from peer networks. Also ask advisors for case studies, details of qualifications and previous experience and ask to talk to current clients. See Questions to ask for a list of questions you could explore with potential advisors.

The type of advice you might require will be driven by a range of factors, such as your objectives, the level of information and engagement you seek, and the stage of your giving journey. Most donors are likely to benefit from a range of specialist advice as few providers offer end-to-end services. Our Quick guide to philanthropy advisors shows the services each provider offers.

Below we outline various types of advice you might consider and offer food for thought from our panel of experts.

Early stage advice

Most organisations Philanthropy UK interviewed offer ‘early stage’ consultancy services designed to tease out a philanthropist’s motivations and to identify the causes closest to their hearts, “clarifying philanthropic vision and goals”, as Tanja Jegger of Stonehage Philanthropy Services describes it.

Barclay Wealth’s Turner says: “It’s often not until they have that first discussion that donors really begin to understand their own motivations for giving. Once we understand those personal reasons for giving we can begin to create a bespoke strategy.”

Tax advice and mechanisms for giving

Traditionally philanthropy has been about setting up foundations to create endowment pots from which grants can be made. Today there are myriad ways of giving; such as establishing a charitable trust, a charity account or a donor advised fund, payroll giving, legacies, and donating shares. More innovative options include micro-lending and loans to charities. In fact the philanthropic lexicon continues to grow as new ideas surface, against a changing landscape of tax breaks and new regulations. Advisors can keep abreast of these developments probably more easily than an individual and they can also provide legal and administrative support.

Clive Cutbill at Withers LLP, the solicitors, says achieving cost effective and efficient giving requires that money is “husbanded tax efficiently and spent effectively. Professional advice is required in relation to tax structuring (and can be complex where international issues are involved), allocation advice is then required to ensure that the money, enhanced by tax efficiency, goes as far as possible.”

Though he highlights the importance of “ensuring that a foundation is properly tailored to enable the donor's aspirations are satisfied to the greatest extent possible within the relevant legal and fiscal constraints.”

One of our clients, a young entrepreneur, was introduced to the concept of charitable giving three years ago during a regular meeting with his trustees and a financial advisor. Besides the usual agenda, the philanthropy topic was raised by the trustees and set aside by the settlor with a disapproving smile.

For the trustees, this raised the question of whether to try another approach to address the subject of giving or to leave it for good. In this case, the philanthropic question became standard during the quarterly meetings and, slowly, a shift in the mindset of the entrepreneur was noticeable.

The change was triggered during the estate-planning discussions as to whom the valuable business was to be left should he die. The client started to establish a good general philanthropic understanding, which led to deeper discussions with the whole team – trustees, protector, spouse, financial advisors and business partners.

The most difficult discussions were about finding a suitable cause to support, and during this phase of intense exchange the client became interested in the subject of social entrepreneurship and he decided to establish his own charity.

Still, the process of becoming really passionate about a cause can sometimes change course, and one should allow sufficient time to be sure about one’s true future philanthropic commitment.

By Heiko Specking of VALUEworks, a multi-family office, Zurich. This is an edited version of a case study that first appeared in 'The role of advisors in philanthropy', STEP Journal, February 2009.

Donor education and networking

GGI's Lancaster says a key reason for taking advice is “for the difference the service will make to a donor’s philanthropic vision”.

Professionals can offer an overview of the philanthropic landscape, as well as provide a micro view, and can dramatically cut short ‘learning time’.

Ludwig Forrest, philanthropy advisor at Brussels-based King Baudouin Foundation (KBF), which works to promote justice, democracy and diversity, says, “a philanthropist may choose to work long-term with an advisor or just during the first years in order to learn about what they can do and how to do it”.

“Taking advice prevents philanthropists from ‘re-inventing the wheel’ by undertaking a specific action that another foundation, philanthropist or stakeholder is already working on," he adds.

Specking, of VALUEworks, says, “The best education for clients and individual advisors is to get personally engaged in a project that reflects their own values. It is a process that should be carefully accompanied by a charity service advisor who provides good research for a suitable project, introduces a monitoring mechanism for the donations spent and coaches the client in their need to fully develop their own long-term giving strategy.”

Some organisations offer ‘hands-on’ experience through workshops and field trips, while others hold donor forums and networking events.

A less explicit, but equally important, aspect of taking advice is the quality and reach of an advisor’s network and contacts. Through them advisors can help philanthropists find the right stakeholders, an important condition of achieving impact.

JP Morgan Private Bank cites “the opportunity to meet and discuss funding strategies with other philanthropists as well as to link with other professionals in the field – whether grant makers or service providers” as a major benefit of taking advice.

Strategic advice for greater impact

Most organisations will provide advice on setting up strategic frameworks for giving, which can include recommendations on specific charities or social investments, monitoring and impact evaluation.

Dr Felicity von Peter, founder and managing partner of Berlin-based Active Philanthropy, a charitable platform for families and individuals interested or already engaged in philanthropy, makes the point that “it’s very important for donors to align their philanthropy with other roles they have to fulfil, be it as entrepreneurs or students or simply as family members. The best philanthropic strategy will help donors to connect these activities to a new ‘DNA’. It is therefore important that advisors fully understand the motivation and life situation of a donor at each stage of their journey as a philanthropist.”

NPC’s Lomax says such advice “can turn disengaged donors into engaged donors, once they understand measurable results and other business reasons for giving in a particular way.”

Gardner of MTG adds: “Sophisticated donors need sophisticated advice. They are becoming more ambitious in their philanthropic aims and require guidance on how best to ensure that they achieve their personal, financial, commercial and charitable objectives.”

Service providers usually talk of being ‘donor centric’ - putting the donor at the heart of the process, so it is a good idea to ask about a provider’s approach to philanthropy advice and where the donor sits within it.

Theresa Lloyd, an independent provider of philanthropy advice, offers a neat summary of what good advice looks like: “If undertaken by individuals who really understand the sector and the motivations, values and concerns of donors and their families’ planning or thinking about philanthropic engagement, then advice offers independent, values-based, experienced, expert and completely confidential guidance, with no prior bias as to the focus, level of involvement or the mechanisms used.”

While President and CEO of US-based Rockefeller Philanthropy Advisors (RPA) Melissa Berman says: “More tactically, a good philanthropic advisor should know how to survey a field, identify strategic options, partner with other funders, establish respectful, productive relationships with grantees, and provide meaningful, fair assessment of progress.”

Russell Prior, Charity Aid Foundation’s (CAF) executive director of Enterprise and Philanthropy Development, offers his perspective on what good professional philanthropy advice can deliver: “It offers donors confidence in decision making and risk-taking in regard to their charitable giving. It also provides a sense of purpose and direction to philanthropy which can broaden horizons, expand aspirations and allow for the exploration of new means of donating. It offers access to practical legal and administrative solutions enabling the donor to focus on what interests them, which is how their funds can have a big social impact.”

Just as importantly, working with professionals “should be a rewarding experience in itself”, he says. And clients agree. A donor working with Active Philanthropy says: “It’s not only more effective to include the ideas and opinions of professionals and experts in the foundation’s work, it is also fun to work and to exchange ideas with a professional and highly-motivated team.”

As services develop, trends and best practices are beginning to emerge. Philanthropy UK recommends asking about advisory approaches that are bespoke, collaborative, objective and value-added:

Bespoke

Forrest of KBF says, “There is no one method or tool that will provide a solution; rather philanthropists have a tool box available to them to help them achieve their intentions and they will use a mix of these.”

RPA’s Berman adds, “A good philanthropy advisor should be flexible about the myriad ways to achieve philanthropic goals, and meet the donors where they are.”

While von Peter of Active Philanthropy, comments, “Services especially tailored to the next generation help to pass on family values and traditions and to involve the next generation in philanthropy very early, thus fostering inter-generational exchange and understanding within a family.”

Collaborative

There is growing acceptance that in order to cater for donors’ varied and unique needs organisations will have to be more open to creating strategic partnerships.

With more niche operators expected to enter the marketplace, there will be even greater impetus for them to work together to deliver strategic solutions.

KBF’s Forrest says, “Philanthropy advice should genuinely be about the intentions of the philanthropist. We are happy to recommend partners if we feel this best suits our clients needs. We are seeing collaboration happen; joint research and commissioned studies is one sign of this.”

Prabhu, of Coutts & Co, says she works in a collaborative way on a day-to-day basis, having “no qualms in reaching out to an advisor from another organisation if they can offer advice that would help my client, and vice versa – I have received many calls from other advisors seeking information or contacts.”

While wise’s Eichenberger adds: “I am not sure if this is a wish or a trend but we seek greater collaboration between advisors and in helping donors network. A good saying is, ‘If you want to go fast, go alone; if you want to go far,
go together’.”

A culture of collaboration will be further fuelled by philanthropists seeking to tackle global issues and the increasing demand for cross-border giving. Specialist intermediaries like Investing for Good and NPC, which support a mix of audiences such as funders, charities, professional advisors and businesses will also bring more organisations together. NPC’s recent joint research commissioned in conjunction with wise and Germany based Bertelsmann Stiftung Foundation is a good example.

Stannard-Stockton of TPA says, “Advisors need to collaborate and realise that at this point in the development process, building the market is more important than fighting over market share.”

Objective

As the diversity of donor interests and approaches increases, so objectivity becomes more important. RPA’s Berman says: “Professional philanthropy advice helps donors make the optimal choices for advancing their goals, based on objective research and analysis.”

And Lancaster, of GGI, says “It is likely that it will be generally accepted that ‘best practice’ for significant philanthropic investment includes independent professional advice from non-profit analysts.”

Charity monitoring and evaluation and ‘due diligence’ work also aids objectivity in choosing which projects to support.

Value-added

Good philanthropy generally requires an investment of time and money, whether a donor does it on their own or with an advisor.

By engaging an advisor, perhaps your aim is to save time, or that you learn more about philanthropy, or perhaps you want to give in collaboration with other donors – these kinds of benefits could be considered when determining the value derived from professional advice.

Engaging a professional advisor will usually involve fees and there are a huge variety of structures, from hourly rates, per diem, as a percentage of the donation or fund, or within fees charged for administration. Some organisations don’t charge, while others charge only in some instances, say for research projects or depending on the customer relationship (see Quick guide to philanthropy advisors). So you will need to check what you will be paying for and how that translates in terms of the value the advice will add to your philanthropy.

Professional advice can be instrumental in making your philanthropy more effective, efficient and rewarding. Yet many donors do not yet appreciate what professional advice can do for their giving. As Stannard-Stockton says, “Most donors don’t realise that philanthropy advisors are an option for them. The field needs to educate people to understand why they might need an advisor.”

But the market is still nascent and dynamic. For donors it can be confusing to navigate. Here we have provided for the first time a comprehensive survey of philanthropy advice providers in the UK and Europe with the aim of clarifying the services on offer and gaining a deeper understanding of what you can expect from them. Our Quick guide to philanthropy advisors offers a clear way to compare the services available. Case studies and key questions donors might ask have also been provided to offer further insight and support in choosing an advisor.

Independent online resources, such as those provided on the Philanthropy UK website, are a good starting point, as is consulting with your peer network.

But if you are thinking of taking professional advice, then establishing a relationship based on ‘trust’ with one or several advisors should be a main aim, along with establishing a clear strategy on what you want to derive from your giving.

Advisors should offer a flexible approach that caters for your aims and passions and be willing to work collaboratively with other providers to fulfil them.

Philanthropy UK’s A Guide to Giving suggests a giving journey should begin with setting objectives and it offers a raft of questions philanthropists should consider.

For this article we have compiled two checklists of essential questions a donor should ask (a) themselves and (b) potential advisors prior to choosing an advisor.

Questions donors could ask themselves:

1. Why do I want to give? What are my motivations?
2. What causes am I passionate about?
3. What do I want to achieve?
4. How can I have an impact?
5. How do I want to give? Do I want to consider new approaches?
6. How much money might I be able to give? Over what period of time?
7. What legal and tax issues do I need to consider?
8. What do I want to learn? What evidence do I need to assess impact?
9. What time do I have to commit to philanthropic pursuits?
10. How involved do I want to be in the decision-making process and ongoing monitoring and evaluation?
11. Could my philanthropy be more effective through collaboration?
12. Do we as a family feel that we are ready to allocate some time to planning this aspect of our lives properly?
13. Who in the family should be involved in selecting the advisor and what sort of criteria should we use in selecting them?
14. Do I trust this advisor?
15. What type of professional advice would be most helpful?

Questions donors could ask potential advisors:

1. What practical experience have you in giving philanthropic advice? How long have you been advising clients on their philanthropy?
2. What training have you had? What is your track record and can you provide case studies?
3. Do you focus on certain areas or do you provide an end-to-end service? If not will you introduce me to others who are experts in given areas?
4. Which clients of a similar profile to mine have you worked with?
5. May I speak to a client or previous client? Will you be able to introduce me to clients and other intermediaries?
6. How would you describe your values and approach?
7. What are your own personal philanthropic interests?
8. How do you charge/what is the basis of your fees?
9. How are your services funded?
10. Are you an independent advisor or do you belong to or are you connected to another organisation?
11. Do you offer a tailored service or standard solutions?
12. What approach or methodology of non-profit analysis do you employ?
13. Do you offer opportunities for continued learning and mentoring?
14. From what you know about our family, what sort of process would you recommend to us, what would it involve, how long would  it take and what would it cost?
15. There is a range of different interests, ages and desire for involvement among family members. Do you have experience of working in that situation?

Philanthropy UK offers independent advice and support for donors and client advisors including:

Giving Advice: a guide for philanthropy advisors
Philanthropy UK, in partnership with the Society of Trust and Estate Practitioners (STEP), recently launched a new website providing a comprehensive ‘onestop’ guide for private client advisors of all types to more effectively support their clients’ philanthropic aims.

Giving advice offers essential information in one place. The step-by-step guide includes a framework for advising clients on philanthropy, case studies and key questions and answers, with signposts to more detailed information and other helpful resources.

A Guide to Giving
The comprehensive A Guide to Giving (see ‘A Guide to Giving’ sidebar), which includes a framework for effective giving, presented in a step-by-step format to help donors create a charitable giving strategy that reflects their motivations, interests, circumstances and objectives.

The Philanthropy Directory is a comprehensive guide to the wide range of charitable services and products for UK givers - from databanks of possible charities you can support, to advisory services specially tailored to your personal interests and giving. It also includes detailed profiles of
many of these charitable organisations.

Your Giving Journey aims to help donors ‘get started’ by addressing the five w’s of giving.

Philanthropy UK Newsletter
This quarterly newsletter offers in-depth insight on philanthropic topics, such as impact evaluation and international philanthropy. Recent contributors include Tony Blair and Sarah Brown, PR advisor and wife of the Prime Minister. Its readership represents over 70 countries around the globe. Its companion fortnightly News Bulletin reports on the latest news and developments from across the world. 

www.philanthropyuk.org

¹The role of wealth advisors in offering philanthropy services to high-net-worth clients, Scorpio Partnership, October 2008