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<v ->The Dallas Foundation is a community foundation,</v>

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and it was founded in 1929 here in Dallas, Texas.

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The mission of the foundation is to bring together people,

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ideas, and investments

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so that individuals and families

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can reach their full potential.

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When we began our work with BCG,

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the landscape in Dallas was changing pretty quickly.

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We had a huge growth potential,

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moving from 2.5 to 8 to almost 12 million people by 2030.

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There was also a great transfer of wealth that,

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for all intents and purposes, was already happening,

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$84 trillion coming down the pike,

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and those individuals really needing assistance

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in making their charitable plans, their legacy plans.

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The other big piece was around next generation.

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We wanted to figure out how to set up our programs

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and our internal structures

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to reach out to them and grow that service.

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<v ->What felt limiting in the foundation's previous model</v>

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is that we were granting money in very small doses

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but not getting enough significant impact

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in driving change that we wanted,

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at least the type of change

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that fund-holders would get excited about.

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We weren't able to really create any sort of understanding of

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how our impact was transforming the ecosystem.

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<v ->All of the challenges related to early childcare,</v>

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to housing, to homelessness, to education,

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each issue area really has had significant struggles

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and continues to need more.

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<v ->This was the right moment for the foundation</v>

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to rethink its model

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because Dallas is really changing.

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You've got big demographic shifts,

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but you also have widening opportunity gaps,

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as well as rising needs.

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Donors are also shifting their expectations.

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They want more transparency, they want measurable outcomes,

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and they really want a different experience.

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<v ->So through our strategic planning process,</v>

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the board and the committee that really led this work

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set out to build a framework

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to align the organization on how to manage growth

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and build for the future.

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<v ->The new strategy changed the way we make decisions.</v>

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It really gave us the theory of change needed

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to have the impact that we were looking for,

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but most importantly,

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to be the convener that we've always been

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and the strategic partner that we wanted to be

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to our other funding friends.

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The new systems and processes

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really allowed our team to reduce the amount of burden

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that it had on the organization,

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and it improved our efficacy so much

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in the grant-making process.

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<v ->This included redesigning the governance process</v>

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so the board could focus more on strategy

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instead of operations,

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as well as modernizing the donor experience.

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This is using digital tools, stories, reports.

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And then, lastly, really working deeply

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with the community impact team

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to help them strengthen their operations

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and lighten the operational loads that we're taking on.

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<v ->Our partners are already working in greater alignment,</v>

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which is creating so much momentum across the ecosystem.

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Reporting that captures both data and human narratives

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has been an important part of this process

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because it combines both the heart and the head.

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And many times, fund-holders need both

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in order to make strategic decisions.

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<v ->This work has really enabled the foundation</v>

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to have a consistent, actionable strategy,

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which not all foundations are able to actually do.

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They can move faster, they can move more consistent,

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and really ensure that they're aligned

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with community priorities.

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<v ->Internally, for our business,</v>

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this gives us a growth mindset.

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How do we continue to seek new ways

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to be innovative and meet our community's needs?

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And across Dallas,

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we believe when children have a strong and healthy start,

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the community thrives.

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<v ->The Dallas Foundation</v>

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is the first community foundation in Texas,

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and with its centennial coming up,

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this work really is to help ensure

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that it's ready for its next 100 years.

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(upbeat music)