2024 & Beyond - TFF Transition Overview

2024 & BEYOND TRANSITION & IMPLEMENTATION

THE FORBES FUNDSPITTSBURGH FOUNDATION STATUS CHANGE SEEDS NEW GROWTH

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The Forbes Funds is making important changes in 2024 that are consistent with our mission and important to our growth as we begin our 42nd year of serving the nonprofit community. First and foremost, while the nonprofit community continues to be resilient in the post-COVID environment, we are cognizant of critical events underway that require nonprofits to examine how best to address or leverage market conditions to their greatest advantage. We are committed to helping our nonprofit partners navigate these changes: Government and philanthropic funds intended to support organizations through the pandemic are depleting.

Nonprofit organization leadership is experiencing unprecedented turnover.

Our region needs to replace retiring workforces and to “re-skill” their replacements in the trades.

Experts have long predicted a looming negative financial market.

Funders are continuously turning to specific metrics in philanthropic relationships.

Artificial and augmented intelligence are increasingly being considered to ensure the growth of organizations, including nonprofits.

It is clear that nonprofit leaders need to consider external events and shifts in their strategic planning.

Similarly, our own organization is in the midst of an operational change that involves our longstanding supporting organization relationship with The Pittsburgh Foundation. While any shift in a relationship that has lasted 42 years is significant, I am excited about the new opportunities that lie ahead for our two organizations to be even greater contributors in ensuring a bright future for southwestern Pennsylvania.

The plan is to transition The Forbes Funds beyond the role of supporting organization, a designation for an enterprise that advances the mission of the supported foundation. The goal is that The Forbes Funds advances from its assisting role to become a fully independent 501c3 organization, enjoying all the benefits of that freedom.

The reasons for the change in status stem from Forbes’ success in supporting our region’s nonprofit sector and improving its effectiveness. Forbes has been in operation since 1982, and we’re far beyond the dependent state, or “start-up” status that “supporting organization” was established to cover. I’m convinced this transition will lead to a new era of opportunity and innovation for The Forbes Funds and the organization and people we serve.

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To make that happen, the Foundation’s leaders and I recognize that there are practical details that must be considered. As we work through that list, our focus will remain steadfast on the core mission of empowering communitybased nonprofit organizations.

We see this as a unique opportunity to reimagine our approaches, strategies and partnerships, ensuring that we continue to meet the evolving needs of the communities we serve. The impact of COVID-19 has placed significant stressors on human services providers. We at Forbes will continue to advance transformational expertise to this essential sector as we continue to provide capacity-building skills to the entire nonprofit ecosystem.

We view this step forward in our respective journeys as an opportunity for The Forbes Funds and The Pittsburgh Foundation to sharpen our respective areas of focus and tailor our strategies to serve more effectively.

Going forward, we will fully control our back-office operations, systems and procedures such as HR, IT and Accounting. This is largely an internal change process and may require staffing additions or modifications. This will be a work in progress that will make us stronger and more agile.

Our work with The Pittsburgh Foundation will continue as we plan to explore areas for collaboration. We at Forbes intend to maintain a mutually beneficial relationship with the Foundation, which includes continued eligibility to receive grants. We are excited about the possibilities that will emerge from a seamless and successful transition. We greatly appreciate the support we have received from the Foundation, and we know the value of this historical relationship in our work together going forward. For example, the Foundation is supporting our efforts to embark on a strategic plan for the Forbes Funds, including referring a strategic planning advisory expert to us, a resource we plan to tap this year.

I will keep you apprised of milestones in the transition process as we reach them. In the meantime, if you have any questions, please reach out. Thanks for your support!

Fred Brown Fred Brown President & CEO

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Frameworks: Measuring Social Impact The Forbes Funds operates under dual frameworks: the United Nations

Sustainable

Development

Goals

and

the

Social

Determinants of Health to guide the outcomes for our work.

Additionally, the 8 Returns Model guides how we measure the success or returns on various types of investment that demonstrate our strong collaborations.

Social Determinants of Health

The Eight Rs Return on Assets Return on Equity Return on Investment Return on Policy Return on Relationships Return on Sustainability Return on Technology Return on Wellbeing

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About The Forbes Funds For forty-two years, The Forbes Funds has advanced the wellbeing of our region by helping human services and communitybased nonprofits build their management capacity and increase the impact of their mission work.

We believe that no single entity has the ability to cure what ails the community and society at large. That is why we invest in collaborative efforts between change-driven social and human service organizations that are committed to making a difference.

We value strategic engagement and collaboration, utilizing human-centered

participatory

design

to

provide

actionable

approaches that reflect the needs and wishes of our partners and peers.

Central to the work of The Forbes Funds is maintaining our notable core programs while embracing a forward-thinking perspective. We find new ways to leverage our long-standing partnerships and coordinate among partners, generating new relationships, sharing resources, and establishing methods to address challenges in the sector while exploring opportunities for continued growth.

We provide nonprofits with resources through grantmaking, cohorts, and learning forums to enable them to manage a disruptive event, reframe their thinking about a specific issue that impacts operations, and prepare for the future. On a broader and deeper level, The Forbes Funds seeks to be a catalyst for strategic

collaboration.

Thus,

creative

genius

and

strategic

relationships are the means for collective impact in the greater Pittsburgh area and beyond.

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Timeline & Impact 1982

1985

1988

The late Elmer J. Tropman, alongside The Pittsburgh Foundation and The Heinz Endowments, founded what is now known as The Forbes Funds to support nonprofits facing financial crisis.

The mission of TFF was broadened to include unexpected financial problems due to other causes (beyond government cutbacks).

Community leaders reviewed TFF during a Special Review Committee on November 21, 1988 to be certain it was still relevant.

2008

2005

1996

TFF, with four full-time staff and an annual budget of $1.2 million, celebrates 25-years in providing a decisive difference to the region’s non-profits.

TFF created the Greater Pittsburgh Nonprofit Partnership (GPNP) to address the increasing concern that the nonprofit sector was not connected with then current charitable tax discussions across the state.

TFF advanced efforts to support management capacity building and strategic planning, while also addressing such sector-wide issues as inter-agency partnerships and mergers.

2018 TODAY

2013 Building upon our successful foundation, in 2013 TFF redefined it’s focus to concentrate on three complementary activities which comprise the core of TFFs work. Building, Convening, and Capacity.

Under the leadership of Fred Brown, TFF launched a 100-day listening tour to bring nonprofit and community leaders together to encourage collaboration and better sharing of data to make sure inclusion and equity complement the rise of regional innovation.

TFF engages 2500 nonprofit professionals per year – through MAGs, EIR, GPNP, and C3.

530+

500+ MEMBERS,

OVER 41,000

ORGANIZATIONS

PARTCIPATING

ZOOM

SERVED

ORGANIZATIONS,

TOUCHPOINTS

& PARTNERS

6 “Today’s challenges require iterative and agile thinking followed by optimizing existing systems that evolve. We can’t make changes in the world until we change ourselves.”

Fred Brown, President & CEO

VISION

MISSION

Envisioning Pittsburgh’s nonprofit sector as innovative, informed, engaged, and effective, The Forbes Funds advances capacity building within and among the region’s nonprofit organizations.

Strategic Alignment & Collaboration

Regeneration

CONVENE

The Forbes Funds advances the wellbeing of our region by helping human service and community-based nonprofits build their management capacity and increase the impact of their mission work.

Thought Partnership

Inclusiveness

COORDINATE

Racial Equity & Equitable Funding

BUILD CAPACITY

CORE AREAS Data Collection & Research Equity & Anti-Racism Grant Making Greater Pittsburgh Nonprofit Partnership Learning & Education Nonprofit Resource Library Partnerships & Collaborations Sustainability & Development Transformative Leadership

Capacity Building Begins at FORBESFUNDS.ORG

To Learn More About TFF

7 THE COMMONS

THE FORBES FUNDS UNIVERSITY (TFFU)

EXECUTIVE IN RESIDENCE (EIR)

CORE PROGRAMS

CATALYTIC COMMUNITY COHORT (C-3)

GREATER PITTSBURGH NONPROFIT PARTNERSHIP (GPNP)

MANAGEMENT ASSISTANCE GRANTS (MAGS)

EXECUTIVE SUMMARY After forty-one years of being a supporting organization of The Pittsburgh Foundation, we are announcing a significant transition in the journey of The Forbes Funds. After a period of shared growth and achievements, The Forbes Funds is transitioning from The Pittsburgh Foundation as a “supporting organization” to a fully independently operating 501c3 nonprofit. This transition will enable us to develop a broader capacity to serve the region and beyond and to build on the emerging opportunities to cultivate regenerative ecosystems, locally, nationally, and globally. This change marks not just the end of a chapter but the beginning of a new era of opportunity and innovation.

As we navigate this transition over the next 12-18 months, our focus will remain steadfast on our core mission of empowering community-based organizations.

We see this as a unique opportunity to reimagine our approaches, strategies, and partnerships, ensuring that we continue to meet the evolving needs of the communities we serve.

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KEY METRICS FOR A HEALTHY TRANSITION: 2024 & BEYOND 1

Operational Independence Establishing distinct operational frameworks, ensuring that TFF can fully and sustainably function autonomously and efficiently while exploring new ways to build the capacity of the nonprofit ecosystem locally, nationally, and globally.

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Financial Stability Maintaining financial health throughout the operational transition, with clear budgeting and resource allocation strategies. The Pittsburgh Foundation has offered transition-related support that we will graciously accept. Exploring new and innovative ways to diversify our revenue streams.

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Stakeholder Engagement Keeping open lines of communication with our stakeholders, ensuring their needs and concerns are, first and foremost, addressed during this transition. Produce a series of public or nonprofit leadership announcements and strategic publications that illustrate this transition pivot and emerging issues for nonprofit leaders to address.

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Strategic Alignment Aligning our strategic goals with the needs of the community, ensuring that our actions and initiatives are impactful and relevant. Identify corporate, philanthropic, academic, healthcare, small businesses, nonprofits, community stakeholders, and governmental agencies that seek to harness the capacitybuilding ability of TFF as the framework to produce regenerative ecosystems that are collaborative in nature. Initiate a strategic planning process utilizing resources provided by The Pittsburgh Foundation.

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Staff and Leadership Development Focusing on staff growth and leadership development, ensuring a smooth transition with a strong team.

During the 6th pivot, the TFF team will learn the Entrepreneurial Operating System (EOS) as our core theory of change while adhering to the foundation of the social determinates of health (SDoH), United Nations Sustainable Development Goals (UNSDG) and the Eight R’s (ROI, ROR, ROP, ROE, ROT, ROA, ROW, ROS).

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Community Impact Measuring the tangible impact on the communities we serve, ensuring that the operational transition leads to enhanced effectiveness and reach will encompass the alignment of our core measurables and producing collective impact assessments in the region.

Building multiple regional connection points that share the same measuring metrics is critical to uniformity in the region. Building on GPNP being the front door to the TFF and The Commons representing deliberative democracy and advocacy work at the grassroots level, these two apparatuses offer a healthy regional balance between rural and urban settings.

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The 6th Pivot The Forbes Funds and the Pittsburgh Foundation view this operational transition as a step forward in our respective journeys. It allows both organizations to hone their respective area of focus, tailor their strategies, and ultimately serve the community more effectively. The Forbes Funds team is excited about the possibilities this change brings and is committed to a seamless and successful transition beginning January 1, 2024.

The 12–18-month organizational transition plan for the Forbes Funds to become a fully independent nonprofit, and no longer a supporting organization of the Pittsburgh Foundation involves several key steps, including financial planning, communication strategies, and infrastructure development. Here's an outline for the transition plan:

JAN - FEB 2024

MARCH 2024

APR-JUN 2024

INITIAL ASSESSMENT & PLANNING ·Hire a transition consultant with expertise in non-profit organization transitions as well as a strategic planning consultant to help reimagine the 6th pivot and the highest value content with the best catalytic capacity to support the shift. ·Create an internal taskforce of internal organizational leaders to establish goals and support. ·Conduct an organizational audit to identify current resources, obligations, and operational dependencies on The Pittsburgh Foundation. ·Develop a preliminary budget for the one-year operating support, including staffing and related salaries, operational expenses, and additional costs related to the transition.

COMMUNICATION STRATEGY DEVELOPMENT ·Prepare an internal and responsive external statement outlining the reasons for the transition, the expected benefits, and a brief overview of the transition process. This is largely an internal event with internal audiences and staff support. ·Develop an internal communication plan to keep staff and stakeholders informed and engaged throughout the transition process. ·Produce monthly published articles that highlight emerging trends and practices that require new capacity-building skills and the ability to function locally and globally.

INFRASTRUCTURE STRATEGY DEVELOPMENT ·Identify necessary infrastructure services such as IT systems, HR support, financial management, and legal services. ·Develop a plan for establishing or contracting these services independently from The Pittsburgh Foundation. ·Begin setting up new operational systems and processes.

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IMPLEMENTATION OF NEW SYSTEMS ·Begin setting up and implementing new infrastructure systems and processes. ·Hire, train, inform staff/team on new systems and procedures. ·Transition all data and operational controls from The Pittsburgh Foundation to the new systems. ·Leverage support of The Pittsburgh Foundation through the transition/strategy process.

Tracking progress (metrics) against transition goals.

JUL-AUG 2024

FINANCIAL MANAGEMENT AND FUNDRAISING STRATEGY ·Establish independent financial management systems. ·Develop a fundraising strategy and plan to ensure financial sustainability beyond the one-year operating support. ·Begin outreach to potential targeted donors and partners.

SEP-OCT 2024

REVIEW AND ADJUSTMENT ·Conduct a thorough review of the transition progress. ·Make necessary adjustments to systems, processes, and strategies based on the review.

NOV 2024

FINALIZATION AND INTERNAL/RESPONSIVE COMMUNICATION ·Finalize all transition activities. ·Release a detailed internal announcement about the completion of the transition. ·Host an event or meeting with key (internal) stakeholders to celebrate the successful transition.

DEC 2024

RAPID PROTOTYPE-TEST AND VERIFY NEW APPROACHES ·Finalize all transition activities. ·Release an informed and targeted announcement about the completion of the transition to appropriate audiences (Board, staff, TPF leadership, others as necessary). ·Host an event or meeting with key stakeholders to celebrate the successful transition.

JAN-JUN 2025

Throughout the transition, it's crucial to maintain transparency, engage with (internal) stakeholders, and adapt to any unforeseen challenges. Regular updates and open lines of communication will be key to a successful internal transition. Additionally, the plan should remain flexible to accommodate any changes or new information that arises during the process.

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COMPREHENSIVE SUCCESSION PLAN (12-18 MONTHS) Assessment and Planning (Months 1-3): Conduct an organizational assessment to understand current capabilities and leadership structure.

Identify key positions and potential succession gaps.

Develop a succession planning policy.

Leadership Development (Months 4-9): Implement leadership development programs.

Identify and mentor internal candidates for key roles.

Encourage cross-functional training.

Implementation and Evaluation (Months 10-18): Begin the gradual transition of responsibilities to successors.

Monitor and adjust the plan based on feedback and organizational changes.

Regularly update the board and stakeholders on succession plan progress.

INCREASING ENDOWMENT BY 300% (1-5 YEARS) Capital Campaign Planning (Year 1): Set a clear fundraising goal and timeline.

Identify potential donors and funding sources.

Develop compelling messaging and materials.

Implementation (Years 2-3): Launch capital campaign.

Engage with major donors and hold fundraising events.

Leverage partnerships and grants.

Sustainability and Growth (Years 4-5): Diversify investment strategies for the endowment.

Focus on maintaining relationships with major donors.

Explore new revenue streams and partnerships.

INCREASING OPERATING RESERVES BY 300% (1-3 YEARS) Financial Analysis and Budgeting (Year 1): Conduct a thorough financial analysis.

Identify areas for cost savings and efficiency improvements.

Develop a revised budget focusing on reserve growth.

Revenue Generation and Management (Years 1-3): Increase fundraising efforts, focusing on unrestricted funds.

Explore new revenue sources, including social enterprise ventures.

Tighten financial controls and regularly review financial performance.

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BUILDING THE PROFESSIONAL BENCH (1-3-5 YEARS) Short Term (Year 1): Assess current staff skills and identify gaps.

Implement professional development programs.

Foster a culture of continuous learning and improvement.

Medium Term (Years 1-3): Develop leadership tracks within the organization.

Encourage staff to take on new responsibilities and projects.

Strengthen recruitment and retention strategies.

Long Term (Years 3-5): Establish a mentorship and coaching culture.

Review and adapt organizational structure to support growth.

Continuously evaluate and update professional development initiatives.

KEY CONSIDERATIONS Stakeholder Engagement: Regularly engage with the board, staff, donors, and community to ensure alignment and support.

Flexibility and Adaptability: Be prepared to adjust strategies based on changing circumstances and feedback.

Evaluation and Metrics: Develop clear metrics to measure progress and impact, and adjust strategies accordingly.

This plan is ambitious and requires a strong commitment from the entire organization. In the 6th pivot the importance of the Entrepreneurial Operating Systems is critical to sustained growth and development.

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The Integration of the 6th Pivot & the Birth of the TFF-AI Institute As we enter our 6th Pivot, building on the existing framework is important in cultivating transformational leadership that can function in a global context. Building the bench of new and emerging leaders is required to retain local talent and reduce the immediate departure of graduating college seniors from our region.

The role of AI will loom heavily in our next pivot and our partnerships with Maad Labs and Carnegie Mellon University encompass the complexity of cross-sector ideology within a geographical area. How we explore building emerging leaders and retaining talent will also include the role of AI in a market that contributes 9 billion to the SWPA region.

The 6th pivot will advance the following components for the new institute and align with the existing assets of the TFF. We will launch:

Transformational Leadership Cohort (TLC) - March 2024 Anti-racism Cohort (ARC 2.0) - January 2024 TFF-AI Institute - Spring 2024 The Global Leadership Lab - Quarter 2 2024 GPNP focusing more on priorities for the 11 county region not just Allegheny County centric This strategic plan is focused on building what we have and establishing a nonprofit AI-focused institution aimed at catalyzing strategic interdisciplinary collaborations in the Southwestern PA nonprofit sector, scaling to a national level. The institution's objectives are to reverse engineer innovation pathways in AI and other advanced technologies, develop transformational leaders, and align efforts with Social Determinants of Health and the United Nations Sustainable Development Goals (UNSDGs) for measurable social impact.

14 The nonprofit sector is the third largest workforce in the United States with the greatest amount of diverse skill sets. We know by 2050 that 40% of the workforce will be automated and 70% of the world's population will live in the urban corridors. As a critical employment sector, nonprofits must integrate evolving technology for optimal impact. This institution will unite technology organizations, governmental agencies, corporations, philanthropy, nonprofits, and community stakeholders in this endeavor. Focused on creating economic and social value, the institution will address challenges such as workforce integration, industry shifts, and socioeconomic barriers, fostering a humanity-centered design approach for systemic problem-solving.

Framework for Enhanced Collaboration

Organizational Structure

The proposed Advanced Technology Institution will: Identify and train Transformative Leaders Develop collaborative research hubs and facilitate cross-sector ideation.

Reverse engineer pathways in emerging technologies.

Nurture transformational leaders equipped for the digital era.

Align initiatives with health determinants and UNSDGs.

The institution will consist of: A Board of Directors from diverse sectors.

An Executive Team including a CEO, CTO, and CCO. An Advisory Council of thought leaders and industry experts.

Program Officers/Managers specializing in various technology fields.

Strategic partners and co-creators.

Early Experiments & Prototypes

Target Problem Sets

Initial prototypes for local nonprofits including: Strategic Design in a Box. SkillyAI for AI development assistance.

The BRIC Mindset for complex sales strategies.

Areas of focus will include: Enhancing organizational effectiveness through AI. Cybersecurity for nonprofit operations.

Leadership programs incorporating advanced technology strategy.

Creating AI-enabled learning for workforce development.

Financial & Reinvestment Strategies

Impact on SWPA’s Nonprofit Sector

Cost savings will be reinvested in: R&D for nonprofit capacity building.

Training programs on EOS. Global expansion of the institution.

Supporting projects aligned with UNSDGs.

This initiative will strengthen the economic impact of nonprofits in Southwestern PA, which contributes $9 billion annually, by enhancing their capacity and revenue diversification.

Linking Objectives to Social Determinants of Health and UNSDGs: Efforts will target fundamental health determinants and global sustainability, contributing to societal well-being.

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FRAMEWORK: GLOBAL LEADERSHIP LAB Core Objectives: Train leaders in politics, government, education, healthcare, manufacturing, technology, and entrepreneurship.

Develop integrative solutions to structural challenges in human services.

Foster cross-disciplinary collaboration and innovation.

Utilize SDoH and UNSDGs for impact measurement and predictive analytics.

Curriculum Development:

Design courses that blend theory with practical applications in leadership, policy analysis, innovation, and crosssector collaboration.

Interdisciplinary Approach: Incorporate insights from various fields, ensuring a holistic perspective on global challenges.

Program Structure

Hands-on Projects:

Encourage participants to work on realworld projects addressing human services issues.

Mentorship and Networking:

Connect participants with global leaders and experts for mentorship and networking opportunities.

Technology Integration:

Use advanced technology for predictive analytics and impact measurement.

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COLLABORATIVE APPROACH Partnerships: Collaborate with universities, NGOs, governmental bodies, and private sector entities globally.

Knowledge Exchange: Facilitate knowledge sharing sessions among participants from different sectors and regions.

COLLABORATIVE APPROACH

Use SDoH and UNSDGs as frameworks for setting and measuring goals.

Develop a system for tracking progress and outcomes of projects.

ONE YEAR TIMELINE QUARTER 1

Program Design: Finalize curriculum and structure.

Recruitment: Begin global recruitment for participants.

Establish Partnerships: Engage with potential partners for collaboration and site visits.

QUARTER 3

Advanced Modules: Introduce more specialized coursework and projects.

Second Site Visit: Visit another country focusing on a different sector or approach.

Mid-Program Review: Assess progress and gather feedback.

QUARTER 2

Launch Program: Start the inaugural session of the GLL. Begin Coursework: Focus on foundational leadership concepts and cross-sector challenges.

Initial Site Visit: Organize a visit to a country with significant advancements in one of the sectors.

QUARTER 4

Capstone Projects: Participants work on final projects addressing specific global challenges.

Third Site Visit: Visit a third country with a unique perspective or solution model.

Program Conclusion and Evaluation: Assess outcomes and gather data for impact analysis.

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TANGIBLE MEASURABLE OUTCOMES LEADERSHIP DEVELOPMENT:

Number of leaders trained across sectors.

Improvement in leadership competencies (pre and post-assessment).

PROJECT IMPACT:

Number and quality of integrative solutions developed for human services challenges.

Real-world implementation and success rate of these solutions.

CROSS-SECTOR COLLABORATION:

Number of partnerships and collaborations formed.

Success stories of cross-sector initiatives.

GLOBAL IMPACT:

Contribution to specific UNSDGs (quantified improvements in targeted areas).

Predictive analysis outcomes on long-term impacts of the leadership projects.

POLICY INFLUENCE: Policy changes or influences attributable to the lab's work.

Extent of policy implementation and its impact.

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IMPACT ON THE WORLD The Global Leadership Lab aims to create a ripple effect of positive change, fostering leaders capable of developing innovative, integrative solutions to global challenges. The lab's success would be reflected in more effective leadership across sectors, improved human services, and a measurable impact on meeting the UNSDGs, ultimately contributing to a more sustainable, equitable world.

Talent Identification & Recruitment Global Outreach: Engage with universities, industries, and organizations worldwide to identify potential leaders.

Diversity and Inclusion: Prioritize diversity in recruitment to ensure a wide range of perspectives and experiences.

Selection Criteria: Develop criteria focusing on potential for growth, leadership qualities, and commitment to societal impact.

Comprehensive Training Program Foundational Training: Start with core leadership skills, ethical decision-making, and cross-cultural communication.

Specialized Modules: Offer sector-specific training in areas like politics, healthcare, technology, etc.

Practical Application: Incorporate real-world projects and case studies for hands-on learning.

Mentorship and Coaching Global Network of Mentors: Pair participants with experienced leaders from various sectors for guidance and advice.

Peer Mentorship: Encourage peer-to-peer learning and support networks among participants.

Cross-Disciplinary Collaboration Interdisciplinary Teams: Form teams with members from different sectors to work on collaborative projects.

Problem-Solving Workshops: Organize workshops focusing on developing integrative solutions to complex challenges.

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Continuous Learning & Development Advanced Workshops and Seminars: Provide ongoing learning opportunities for alumni.

Feedback and Assessment: Regularly assess progress and provide constructive feedback for continuous improvement.

Leadership Opportunities Project Leadership: Give participants the opportunity to lead projects during the program.

Post-Program Placement: Assist in placing alumni in leadership roles within their sectors or in new ventures.

Network Building Alumni Network: Establish a strong alumni network for ongoing support, collaboration, and knowledge sharing.

Industry Partnerships: Foster relationships with organizations and industries for potential collaborations and job placements.

Evaluation and Improvement Regular Assessments: Evaluate the program's effectiveness in developing leaders and adjust as necessary.

Impact Measurement: Track the career progression and societal impact of the alumni.

Sustaining the Model Funding and Support: Secure funding from various sources, including grants, donations, and partnerships, to sustain and expand the program.

Visibility and Outreach: Increase the program's visibility through marketing, success stories, and public engagement.

Year 1: Focus on program development, recruitment, & launching the first cohort.

Year 2: Implement the program, initiate mentorship and networking, and begin tracking progress.

Year 3 and Beyond: Refine the program based on feedback, expand the network, & focus on sustaining long-term impact.

By following this model, the Global Leadership Lab aims not just to train leaders but to create a dynamic, selfsustaining ecosystem of transformational leadership, continuously contributing to addressing global challenges.

20 Addressing how AI can influence racism and weathering in POC and others in the nonprofit sector and aligning AI's role in mental health with the Social Determinants of Health (SDoH) and the United Nations Sustainable Development Goals (UNSDGs), requires a multi-faceted approach. The Forbes Funds transition plan seeks to develop a framework and strategy to address these concerns: Framework for AI, Mental Health, SDoH, and UNSDGs Understanding the Intersection: Recognize how AI, mental health, and SDoH intersect with UNSDGs like Good Health and Well-being (Goal 3), Reduced Inequalities (Goal 10), and Quality Education (Goal 4).

Inclusive AI Development: Ensure AI tools developed for healthcare and social services are trained on diverse data sets to reduce racial bias. This supports UNSDG Goal 10 (Reduced Inequalities).

AI for Social Good: Leverage AI to identify at-risk communities and provide targeted mental health support, aligning with Goal 3 (Good Health and Well-being).

Data Privacy and Ethical Use: Uphold strict data privacy standards and ethical use of AI, addressing SDoH-like community and social context.

Education and Awareness: Use AI to educate communities about mental health, supporting Goal 4 (Quality Education) and addressing SDoH like health literacy.

Some General Strategies for Addressing Mental Health in the Nonprofit Sector, Business, Community Leaders, and Stakeholders: Collaborative Partnerships: Engage stakeholders from healthcare, technology, government, and community organizations to create a holistic approach.

Capacity Building: Train nonprofit leaders and community stakeholders in AI and data literacy to understand and use AI tools effectively.

Community-Centered AI Solutions: Develop AI tools that are tailored to the specific needs of communities, particularly those disproportionately affected by mental health issues.

Monitoring and Evaluation: Implement robust monitoring and evaluation frameworks to assess the impact of AI tools on mental health and make iterative improvements.

Advocacy and Policy Influence: Advocate for policies that promote the ethical use of AI in mental health, aligning with SDoH and UNSDGs. Resource Allocation: Secure funding and resources for AI initiatives that support mental health in the nonprofit sector.

Stigma Reduction: Use AI-driven campaigns to reduce the stigma around mental health, particularly in underserved communities.

Sustainable and Scalable Models: Develop models that are sustainable and can be scaled across different regions and contexts.

Feedback Loop: Establish a feedback loop where community input continuously informs the development and deployment of AI tools.

Crisis Intervention and Support: Implement AI-driven support systems for immediate mental health crisis intervention.

21 By integrating these strategies and frameworks, AI can be leveraged to address the complex issues of racism, weathering, and mental health in the nonprofit sector, with a focus on aligning with the SDoH and the UNSDGs. This comprehensive approach ensures that AI serves as a tool for positive social change, particularly for POC and other marginalized communities.

The Forbes Funds addresses the impact of AI on racism and weathering in POC and others in the nonprofit sector through a multi-faceted approach that integrates the Social Determinants of Health (SDoH) and aligns with the United Nations Sustainable Development Goals (UNSDGs). Their initiatives include:

ANTI-RACISM FRAMEWORK & TRAINING

INTERNATIONAL ANTIRACISM WIREFRAME COHORTS (ARC)

BLACK EQUITY COALITION (BEC)

A framework that focuses on deconstructing linear and economy-centric systems thinking in favor of a humancentered and ecologically balanced approach, aligning with the UN's Sustainable Development Goals. This involves a 5-month training program in antiracist audit of institutions, developing a digital dashboard for sharing audit data, and building a cross-sectoral platform for collaborations and "just" practices.

TFF offers an AntiRacism Training Certification, which includes weekly class sessions and an evidence-based intake assessment for each organization. The program is designed to align organizations with the SDoH and the UNSDGs and implement proactive racial equity strategies.

Originally formed to address COVID-19 disparities, the BEC has evolved to focus on broader issues of racial equity. The coalition comprises physicians, researchers, and other professionals committed to advancing equitable and just solutions for Black and vulnerable communities. The BEC uses a Hub & Spoke Model to create a continuity of care network, aligning with the UN Sustainable Development Goals and the SDoH.

These initiatives indicate a comprehensive strategy by The Forbes Funds to address mental health issues in the nonprofit sector and among community leaders affected by systemic racism. By focusing on anti-racism training, collaborative frameworks, and community-centered solutions, they aim to mitigate the adverse impacts of AI and other systemic challenges on mental health, particularly in POC communities. This approach also facilitates the development of leaders who are better equipped to support communities experiencing weathering because of racism.

22 The 6th Pivot represents a watershed moment for the Forbes Funds. In the face of immediate change, we seek to build transformative frameworks that are inclusive and transparent; comprised of a cross-sector of experts with lived experiences within a global context.

In its operational form, the pivot embraces the past and the present assets of TFF and cultivates a regenerative framework with global focuses that develops 22nd Century Thinking Leaders that can bridge today's challenges with tomorrow's emerging opportunities. Our focus on data sovereignty is at the center of a Humanity Centered Design response. The development of an international institute serves as the culmination of over 40 years of work, aligned to achieve transformative success.

The Institute aims to bridge the nonprofit sector with innovative technologies, fostering collaboration and regenerative growth. By aligning with health determinants and UNSDGs, the Institute will contribute to a healthier, more sustainable world, enhancing the ability of nonprofits to address community needs. This initiative represents a significant step towards leveraging technology for social good, promoting collaboration, education, research, and ethical use of technology.

In conclusion, shifting towards a model that emphasizes transformational leadership and adopts artificial intelligence (AI) in the nonprofit sector represents a forwardthinking and potentially impactful strategy. This shift addresses two critical aspects: the evolving nature of leadership in complex, globalized contexts, and the burgeoning potential of AI to revolutionize how nonprofits operate and achieve their missions.

Here is a comprehensive wrap-up of this approach: Embracing Transformative Leadership ·Adaptability and Visionary Approach: Transformational leadership is particularly suited for the nonprofit sector's dynamic environment. Leaders who inspire, motivate, and innovate can better navigate the challenges of limited resources and evolving societal needs. ·Empowering and Inclusive Culture: This leadership style fosters a culture where every team member feels valued and empowered to contribute ideas, fostering diversity and inclusion, which are crucial for creative problem-solving. ·Sustainability and Long-Term Impact: By focusing on long-term goals and nurturing future leaders, transformational leadership ensures the sustainability of nonprofit organizations and their impact on communities.

Integrating AI into Nonprofit Operations ·Enhancing Efficiency: AI can automate routine tasks, manage data efficiently, and streamline operations, allowing nonprofits to allocate more resources to their core missions. ·Data-Driven Decision Making: AI's ability to analyze large datasets can aid in making informed decisions, tracking progress, and measuring impact, crucial for securing funding and support.

23 Personalized Stakeholder Engagement: AI technologies like chatbots and personalized communication tools can enhance donor engagement and beneficiary interaction, leading to stronger relationships and increased support.

Innovative Solutions to Complex Problems: AI can assist in finding novel solutions to complex global challenges, a critical need for nonprofits working in areas like poverty alleviation, health, and education.

Challenges and Considerations Ethical Implications and Bias: It's crucial to address ethical concerns and potential biases in AI, ensuring that these technologies are used responsibly and fairly.

Capacity Building and Training: Nonprofits will need to invest in training and capacity building to effectively use AI and foster transformational leadership.

Resource Allocation: The initial investment in AI technology and leadership development may be significant, requiring strategic planning and possibly new funding sources.

The Road Ahead Collaboration and Partnerships: Building partnerships with tech firms and educational institutions can facilitate access to AI resources and leadership training.

Pilot Projects and Scaling: Starting with pilot projects can help in understanding the practical applications of AI in specific contexts, and then scaling successful models.

Regular Evaluation and Adaptation: Continuous evaluation of both AI applications and leadership models ensures that the nonprofit sector stays at the forefront of innovation and effectiveness.

In essence, this dual shift towards transformational leadership and AI integration has the potential to significantly enhance the capabilities, reach, and impact of the nonprofit sector. It represents a modern approach that aligns with the evolving needs of global challenges and the opportunities presented by technological advancements.

This model not only equips nonprofits to better serve their communities but also sets a precedent for future-oriented, impactful leadership and management practices.

The Forbes Funds team is excited about this new opportunity and will be continuously updating the eco-systems as things transition.

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