Leader Summer 2017

July 7, 2017

Table of Contents  

  • A Letter from Mary
  • Celebrating 30 Years of Service and Dedication
  • Animal Lovers' Gift Supports Spay Neuter Surge
  • New Governors & Officers
  • Love Field Landmark Reflects Family's Dedication to Dallas
  • Legacy Society
  • 2S Industries Wins Annual Pegasus Prize
  • Dallas Foundation Meets Comprehensive National Standards
  • Snapshots of Spring





    Dear Friends,

    As you may have heard, I am retiring after 30 years with The Dallas Foundation. What a wonderful experience I’ve had here! It has been a privilege to work for an organization with such deep roots in our community and one so committed to improving the quality of life in North Texas. Our donors are curious and generous and savvy; I’m always learning from them. Our governors bring terrific expertise and civic connections to our board. And our hardworking staff always strives to be responsive, thoughtful and accountable. No wonder I’ve enjoyed The Dallas Foundation so much; it attracts great people.

    Even though I’m leaving later this year, our board and staff have ambitious plans for the years ahead. The Dallas Foundation has been one of a quartet of foundations that are looking for ways to improve the effectiveness of Dallas County’s nonprofit sector. We’ve agreed to create a pool of funding for agencies that want to explore new collaborations, joint ventures, shared back-office operations or mergers. The new project, The Better Together Fund, which launched on June 7, will make local nonprofits better able to focus on and achieve important, long-term goals. The Dallas Foundation also will remain committed to improving early childhood education and welfare in Dallas County and beyond. We will keep working to help the city of Dallas confront its dangerous loose-dog problem. We will partner with donors to make giving as rewarding and effective as possible. By this time next year, there will be a different signature at the end of this message, but our motto and our vision will not change: The Dallas Foundation is Here for Good. Forever.

    With best wishes,


    Mary M. Jalonick
    President & CEO



    On New Year’s Day of 1987, The Dallas Foundation was a fairly obscure entity with no staff and only six funds. By the end of the year, Mary M. Jalonick had become its first executive director, and The Foundation was preparing to grow.

    Three decades later, The Dallas Foundation, its surrounding community and the field of philanthropy have all changed dramatically. Dallas County has added about 800,000 residents. The Dallas Foundation has 19 full-time employees, has more than 550 individual funds, and is recognized statewide as a leader in advocating for early childhood education. And Mary Jalonick is retiring as president and CEO.

    “I have been so incredibly fortunate that I crossed paths with The Dallas Foundation,” Jalonick said. “It’s made me a better person. It gave me a chance to learn about important issues and work with smart, caring, capable people. It’s been the best job anyone could ever want.”

    During Jalonick’s career, the perspectives that guided many foundations shifted. “People coming into the business today couldn’t imagine how closed it was then,” said Bruce Esterline, who started working at The Meadows Foundation in 1983 and is now its senior vice president for strategic initiatives and grants. “We have become much more collegial and engaged.”

    He credits Jalonick with being a pioneer of the more open, collaborative approach.

    When she started at The Dallas Foundation, Jalonick was the mother of a 12-year-old daughter and a community volunteer with the Junior League who hadn’t been looking for a full-time job. But her grandfather had been one of The Dallas Foundation’s founders, and the position seemed like good match for her skills.

    The job presented some unexpected challenges. When she first began attending meetings with other foundation executives, she was often the only woman in the room. Jalonick said she also spent a lot of time in the early years consulting with attorneys about internal operations – whether The Foundation could or should accept a specific gift or how it awarded grants.

    Jalonick’s arrival coincided with tremendous growth in community foundations. The number of community foundations has more than doubled since she started. There are about 750 currently operating in the United States.

    As community foundations grew in number and size, they faced a new competitor: commercial gift funds. In 1991, regulatory changes allowed investment firms to create nonprofit affiliates to hold donor-advised funds, which are essentially an alternative to a private foundation. Before then, only community foundations or religious philanthropic organizations held donor-advised funds.

    Jalonick said community foundations still offer major advantages for donors who want to give strategically and make a difference in their community.

    “We know local needs and local nonprofits,” she said.

    “We work individually with donors to accomplish their charitable goals – whether it’s to involve younger generations in philanthropy, explore critical issues or help an organization build an endowment. Our whole purpose is to link generous donors with agencies that need and deserve support.”

    Another change in philanthropy is the inclination for foundations to work together, and for community foundations to encourage their donors to join together to tackle specific projects. When both The Meadows Foundation and The Dallas Foundation wanted to become more strategic in funding early childhood education, Jalonick and Esterline decided to learn together. They recruited other funders to join them.

    “Then we had three road trips, to Austin, San Antonio and Houston, to see best practices,” Esterline recalled. “We added people each time; Mary became the leader of the group.”

    The people who went on those trips became the nucleus of the Zero-to-Five Funders’ Collaborative, which has grown to include close to 40 North Texas donors and foundations.

    The collaborative invested in the Bachman Lake area to promote early literacy and kindergarten readiness among the neighborhood’s mostly low-income, immigrant families. As a result of this joint funding effort, the Bachman Lake Together Family Center, a neighborhood education and community center, opened last year.

     The Zero-to-Five experience was so productive that when The Dallas Foundation received a large bequest to help companion animals, it seemed natural to work with other funders and animal welfare groups. Thus, the Companion Animal Funders’ Coalition was born. That effort resulted in the “Big Fix for Big D,” a low-cost – later free – spay-neuter program that sterilized tens of thousands of dogs and cats in Dallas.

    Jalonick’s strong impulse to collaborate has led her to a final career frontier: public policy.

    “We realized that all we could do, and all foundations could do, was small compared to what the Legislature could do,” Jalonick said. “That’s when we determined we needed to be more politically active within the boundaries of the law.”

    She joined the Texas Education Grantmakers Advocacy Consortium (TEGAC), a group of community and private foundations that researches issues, develops policy ideas and educates lawmakers. Members chose Jalonick to be the first chair of TEGAC’s advisory board.

    For Esterline, the foray into public policy is the zenith of Mary’s remarkable career.

    “Mary took to public policy like she’s been waiting to do it all her life,” Esterline said. “She showed the rest of us that hey, we can do this. It’s smart and it’s effective.”

    “In the local philanthropic scene, nothing of significance has happened that Mary hasn’t been a part of or been the head of,” he said. “There is nobody who has been as active on so many fronts.”




    Most North Texans have never heard of Louis B. Ratliff, who died in 2009. But a gift from his estate established a fund at The Dallas Foundation to help keep local dogs and cats healthy, loved and safe. And it helped catalyze the effort to control the thousands of loose dogs roaming southern Dallas.

    The Louis B. and Mary Ratliff Animal Welfare Fund helped pay for a consulting firm’s exhaustive study of Dallas Animal Services and the loose dog problem. It’s also helping with the solution: The Dallas Foundation, through the Ratliff Fund and other funds, is joining with the Rees-Jones Foundation and the W.W. Caruth Jr. Foundation at the Communities Foundation of Texas to underwrite a spay-neuter surge aimed at dogs in southern Dallas, while also improving public safety and the quality of life for residents.

    “The Ratliffs’ gift encouraged us to become more involved in local animal welfare,” said Helen Holman, The Dallas Foundation’s chief philanthropy officer. “It led us to help organize a coalition of funders to address the issue of feral cats and stray dogs even before the city fully recognized the extent of the problem.”

    After receiving the Ratliff bequest, The Dallas Foundation partnered with The Meadows Foundation to study animal welfare issues. The foundations met with other interested funders and formed the Companion Animal Funders’ Coalition. Its goals are to decrease the number of dogs and cats taken in by Dallas Animal Services and improve the “live release” rate – the percentage of animals claimed by owners or adopted by new owners. The coalition decided the best way to achieve those goals was to prevent dogs and cats from giving birth to unwanted litters of puppies and kittens.

    In 2011, the funders’ coalition teamed up with the City of Dallas and multiple animal welfare agencies to launch “Big Fix for Big D,” a low-cost spay-neuter program. The three-year program sterilized 34,000 animals, including about 20,500 dogs. The live release rate climbed at the city animal shelter. 

    But the number of loose dogs continued to grow, as did the number of calls to animal services. Peter Brodsky, chairman of the Dallas Animal Advisory Commission, recruited the Boston Consulting Group (BCG) to perform an in-depth study of the city’s animal control operations and its loose-dog problem. The Dallas Foundation’s Ratliff Animal Welfare Fund was the lead funder of that consulting project.

    The BCG report estimated that about 8,000 loose dogs roamed southern Dallas and that fewer than 20 percent of all dogs in the region had been spayed or neutered. (In northern Dallas, 85 percent were sterilized.) The report recommended significant reforms at Dallas Animal Services and a $25 million, privately funded spay-neuter campaign to stop loose dogs from breeding. The Dallas Foundation helped underwrite the cost of hiring another consultant to organize fundraising and write a business plan.

    In March, Brodsky, standing alongside Mayor Mike Rawlings and several city council members, announced that three local foundations, including The Dallas Foundation, had committed $13.5 million toward the project. The new spay-neuter surge will try to sterilize 46,000 dogs in southern Dallas every year for the next three years.

    “It is impossible to understate the importance of The Dallas Foundation in the progress we have made in addressing the loose-dog crisis in southern Dallas,” Brodsky said. 


    New Governors & Officers  

    The Dallas Foundation’s Board of Governors elected four new members at its March meeting. They are:

     James Huffines is COO of Hilltop Holdings Subsidiaries which includes Plains Capital Bank and Prime Lending. He is chairman of the Governor's University Research Initiative Advisory Board and serves on the board of directors for the Dallas Citizens Council (Executive Committee), the Clements Center at UT Austin and the Southwestern Medical Foundation.



     S. Todd Maclin is founder of Maclin Management Co., LLC. Maclin retired in 2016 after 37 years with JPMorgan Chase its predecessor organizations. He serves on a variety of  nonprofit boards including The University of Texas Development Board, Texas Exes Alumni Association and the Southwestern Medical Foundation.



    Stephen L. Mansfield, PhD, FACHE, President and CEO of Methodist Health System. He is a past chairman of the Dallas Regional Chamber and servces on the board of the North Texas Commission, the Dallas County Comunity College District Foundation and the Dallas Citizens Council.



    Clint McDonnough, retired managing partner of Ernst & Young LLP's Dallas office and an independent director of UDR, Inc. He is chairman of the Dallas Citizens Council and serves on the boards of Early Matters Dallas, the Dallas Regional Chamber and the Dallas County Community College District Foundation.




    The Board of Governors also elected James M. (Jim) Moroney III, of The Dallas Morning News, as its chairman. 




    Consultant Jeanne Whitman Bobbitt is secretary and chair-elect.







    Over the decades, trees grew and obscured Charles Umlauf’s Spirit of Flight sculpture at Love Field. It languished behind construction barricades as the airport underwent a major modernization starting in 2007.

    Now, Spirit of Flight has regained its prominence. Thanks to Leo Corrigan Sr.’s grandchildren and the airport modernization project, the sculpture was moved to a more visible location and is surrounded by a real park, rather than a parking lot. Its base and fountains have been rebuilt. A newly commissioned sculpture, Contrails, shares the landscaped 10,000-square-foot green space.

    Granddaughter Catherine Corrigan, a Dallas Foundation donor, said it wasn’t difficult to convince her siblings and cousins to contribute to an improved Spirit of Flight park. She and her brother, David, a former Dallas Foundation chairman, share offices decorated with a scaled-down version of the sculpture outside and a red clay model in a display case inside.


    “Everybody respects what our grandfather did,” she said. “We care about the city of Dallas. That’s why we’re participating.”

    Leo Corrigan Sr. used airports – a lot. His company built The Shops of Highland Park, but it also developed and owned hotels around the world, including properties in Hong Kong, Tokyo and Malta. So when the late Dallas Mayor R. L. Thornton asked Corrigan to underwrite a Love Field art commission, Corrigan agreed.

    “Flight has made possible so much of whatever I’ve accomplished,” Leo Corrigan Sr. said, according to a 1963 story in The Dallas Morning News. “When I came to Dallas in 1915, it took 24 hours to get to St. Louis by train. Now I can catch a plane right here and be in Hong Kong in 24 hours.”

    Generations of Dallasites and visitors have driven by the sculpture on their way to the airport terminal, said Kay Kallos, PhD, the city’s public art program manager.

    “It’s a landmark for Love Field,” she said. “People connect to it strongly. It gives them a sense of place. It’s nice to have a visual touchstone when everything else around you is changing.”

    City officials expect to rededicate the sculpture later this year, after the new plantings have had a chance to establish themselves.





    At the 2017 Legacy Society luncheon, Dallas City Manager T. C. Broadnax spoke about nuts-and-bolts issues that concern taxpayers – things like potholes and police pensions. He also addressed a broader topic important to many of the donors and Dallas Foundation governors who attended: What sort of community does Dallas want to be? How does city government help create that?

    “We need to build collective successes,” Broadnax told his audience of about 75 at Arlington Hall on May 3. “People love this city and will do their part to improve the lives of others. As we talk about philanthropic giving, it highlights the importance of the work we have to do together.”

    The Legacy Society is composed of donors who have named The Dallas Foundation as a beneficiary of their will or other planned gift. Each year, The Foundation invites these donors, along with current and former governors, to a luncheon that focuses on long-term community challenges. Past speakers include Dallas Mayor Mike Rawlings, Dr. Fred Cerise, president and CEO of Parkland Health & Hospital System, and now-retired city manager Mary Suhm, who serves on The Foundation’s Board of Governors.


    Broadnax, who became city manager in February, said he is trying to move the city council and staff to change their approach to the city budget in an effort to avoid surprises and miscalculations that often pop up just after the council passes its annual budget. Broadnax said he’d eventually like to move to a two-year budget cycle to improve the city’s ability to plan and address long-term needs.

    He also has reorganized some staff positions and is trying to pare away layers of bureaucracy. He said he tells employees, “We’ve got a lot of ways to say no. You need to be the person who helps get things done.”

    Broadnax said he’s realistic, but optimistic, about his new city.

    “There is so much upside in the city of Dallas,” he said. “The sky is the limit.”






    2S Industries hires men with criminal records or gang affiliations from South and West Dallas to work on its commercial landscaping and home renovation crews. The men earn dependable wages while being exposed to business practices and skilled trades. The work also produces an income stream for 2S Industries, allowing it to rely less on donations to cover its operating expenses.

    “The innovators we met this year, and in past years, share many qualities,” said Nita Prothro Clark, who has led The Dallas Foundation’s Pegasus Committee for the past five years. “They are targeted and focused, resilient and nimble in their thinking, and audacious and humble at the same time.”

    The Pegasus Prize recognizes nonprofit agencies that take an innovative approach to ongoing social challenges. 2S Industries started as a social enterprise of another group, 2nd Saturday Community Development Corp. It recruits volunteers to work on home repair and neighborhood beautification projects in West and South Dallas. The group’s leadership realized that unemployment was a huge problem in the impoverished neighborhoods. They started 2S Industries to address the high unemployment rates, especially the lack of decent jobs for men returning home from prison.

    “Our battle cry is that there are job deserts,” said Todd Fields, president of 2nd Saturday CDC. “There are major intersections where the only jobs for seven or eight thousand people are check-cashing stores, KFC and 7-Eleven. The whole point is to go where there are no jobs.”

    The Pegasus Prize will allow 2S Industries to buy another truck for its landscaping business and help pay for a caseworker. That position is critical, Fields said, to make sure its crew members stay on top of court dates, parole meetings, child support payments and all the other requirements placed on ex-offenders. The caseworker will also help men develop a new path for their lives, such as going to school to learn a skilled trade.

    The recognition that comes with the prize is as important as the grant, Fields noted.

    “It validates us and affirms what we’re doing,” he said. “It opens some doors for us and maybe some opportunities to grow in scale. You can’t put a dollar amount to that.”

    For information about 2nd Saturday and 2S Industries, please visit 2ndsaturday.org.




    The Dallas Foundation was the first community foundation in Texas to meet a set of 26 rigorous but voluntary national standards developed in the early 2000s. Now, we’ve done it again. The Dallas Foundation has been reaccredited by the Community Foundations National Standards Board, a program of the Council on Foundations.

    The accreditation process is thorough and thought-provoking. Community foundations must complete a lengthy application, provide evidence that they are in good standing with all public regulators, and undergo legal and peer reviews. The process examines every aspect of community foundation operations, from gift acceptance policies to governance to investments to grant-making. The standards verify that the community foundation deserves the trust of the donors and agencies it serves. The United States is home to about 750 community foundations; 500 of those are accredited under the national standards program.