This case study is part of Rockefeller Philanthropy Advisors’ multi-year research initiative exploring the various dimensions and considerations of strategic time horizons in philanthropy.
Founded in 1994 by Luc Hoffmann, a renowned Swiss businessman and environmentalist, the MAVA Foundation has its roots in its founder’s keen interest in waterbirds in the Mediterranean. From there it expanded its focus to work on ecosystems, particularly in freshwater and marine environments in the Mediterranean, West Africa and Switzerland. Later it added in a stream of work looking at the root causes of biodiversity loss with the aim to create an economic system that values people, planet and profit. The foundation was driven by Mr. Hoffmann’s mission to protect biodiversity, promote the sustainable use of natural resources, and build resilient societies.
The founder did not wish to create a permanent institution that his heirs would need to carry on in his image. Thus he planned for the eventual closure long in advance, with a belief that it is important to provide freedom and space for future generations to set their own visions and adapt to changing needs. Although it was known that the foundation would eventually close, foundation leadership began its detailed planning for the closure in 2015.
Since it did not have an endowment, instead relying on corporate dividends for its income stream, MAVA was not technically a spend-down foundation. Its limited- life approach provides an illuminating example for giving vehicles that fall outside of the endowed foundation formula but are looking to leverage the strategic clarity of time-limited philanthropy. With the organization’s closure set for June 2023, the foundation understood that significant changes internally and externally would be required, and acted on them intentionally and strategically.
Read the full case study, including insights on MAVA’s internal journey and lessons learned, here.
Photo by Marc Zimmer on Unsplash.
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