Trois types de subventions, une seule vision Drei ... - Rotary Schweiz

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ROTARY INTERNATIONAL specific asset class, over a short period of time, perhaps 18–36 months. The term «opportunistic» pertains more to the length of time in which the investment may be held and is distinguished from a strategic type of investment that is typically held for a much longer term. Any opportunistic investment that the Foundation makes must comply with its other investment guidelines. Management of the Foundation’s Assets Rotarian Müller asks whether the Foundation should hold assets that are a multiple of the annual revenues or spend down these funds more directly for Foundation purposes and not «expose them to treacherous financial markets». The Foundation does not «hoard» assets, but chooses to hold investable assets in each of its three funds for specific reasons or requirements. Annual Fund contributions are invested for three years before being made available to support grants. This policy, known as the three-year-cycle, allows investment earnings to cover the Foundation’s fund development and general and administrative expenses. The Annual Fund should total an amount equal to three-years of contributions: For example, assuming contributions of US$ 100 million per year, the Annual Fund’s assets should stand at about US$ 300 million at any given time. Funds in excess of this amount are usually due to unused District Designated Funds and/or operating reserve funds. The Permanent Fund is Rotary’s endowment fund intended to support the Foundation’s work in perpetuity. Rotarians who give to this fund specify that their contributions should never be spent, with only a portion of the investment earnings used to fund grants. Permanent Fund investments totaled US$ 219 million at 30 June 2012. The PolioPlus Fund provides grants to support efforts for the global eradication of polio. This fund, which totaled more than US$100 million at 30 June 2012, will be depleted once the world is certified polio-free. The Foundation also has several associate foundations worldwide and holds various planned giving assets, which taken together had investment balances of about US$ 53 million at 30 June 2012. Spending from these funds is in accordance with each of the associate foundation’s governing documents or with the individual donor’s specifications for the planned gift. Transparency Among the world’s great foundation’s, The Rotary Foundation is unique in many ways, the chief one being that we fund projects developed by Rotarians, rather than simply supporting other organization’s efforts. Rotarians provide the majority of the funding through contributions to the Foundation and then use those funds to do good in the world through Foundation grants and programs. This unusual arrangement encourages a strong sense of ownership among Rotarians and demands a high level of transparency from the Foundation’s Trustees and financial staff. To ensure that transparency, every effort is made to provide Rotarians with a comprehensive understanding of their Foundation’s financial health. The Rotary website, www.rotary.org, offers a wealth of information on Rotary Foundation finances, including fully audited financial statements, investment policies, federal (U.S.) tax returns, Trustee expenses, and the current year’s budget. Throughout the economic downturn of 2008–10, the general secretary updated the Rotary world about the Foundation’s financial situation and will do so again should the need arise. In addition, the Finance staff routinely answers Rotarians’ questions about Foundation and Rotary International revenues, expenses, and investments. Planning for the Future In July 2013, the Foundation will launch its new grant model, known as the Future Vision Plan. This plan was born from a financial reality that the Foundation could not continue to operate indefinitely as it had been doing, that some significant structural changes must be made to ensure its continued ability to do good. Research showed that the administrative costs needed to support so many small grants often exceeded the amount of the grants. Beyond the financial considerations, it also became clear that many of these smaller projects were not sustainable, a fact that significantly reduced their impact and effectiveness. The new grant model was designed to streamline the Foundation’s operations by reducing the number of grant types available from twelve to three, returning more District Designated Funds to the districts and giving them more autonomy to determine how these funds are spent, and funding projects that will have a large and lasting impact on the communities they serve. In addition, the Foundation expects to realize significant cost savings in the years to come through reduced administrative costs. Strong stewardship policies have been built into the new grant model to ensure that Foundation funds are used effectively and that The Rotary Foundation retains and enhances its global public image as a highly respected philanthropic entity. John Osterlund, general manager of The Rotary Foundation ROTARY SUISSE LIECHTENSTEIN NOVEMBRE 2012 39
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