A strong community foundation lives or dies on the expertise of its staff. The right team can unlock donor potential, manage complex grants, and build lasting community impact—while weak hiring leaves money on the table and relationships fractured. Here's what actually matters when evaluating who runs a community foundation.
The Core Roles That Demand Specific Expertise
Most community foundations operate with lean teams, so each hire carries outsized responsibility. A typical foundation might have 8–15 staff members handling donor relations, grantmaking, finance, and operations. The positions that require the deepest expertise are:
Chief Executive Officer or Executive Director – This person needs 5+ years in foundation work, nonprofit leadership, or major-gifts fundraising. Look for someone with demonstrated success growing assets under management (AUM) and expanding the donor base.
Director of Grantmaking or VP of Community Impact – This role requires knowledge of community needs assessment, nonprofit evaluation, and grant administration. Ideally, they've worked in grantmaking for at least 3–4 years and understand both the mechanics of distributing funds and the strategy behind it.
Development or Donor Relations Director – Often overlooked, but essential. This person should have 5+ years cultivating major donors or managing fundraising campaigns. They're responsible for bringing in the donations that become the foundation's corpus.
Chief Financial Officer or Controller – Community foundations manage millions in assets. Require CPA certification and experience with nonprofit or foundation accounting. They need to understand endowment management, investment reporting, and IRS compliance.
Certifications and Credentials That Signal Competence
Don't just look at degrees. The nonprofit sector has specific certifications that matter:
- Certified Fund Raising Executive (CFRE) – Relevant for development staff. Requires 5 years of experience and passing an exam. It signals commitment to ethical fundraising.
- Chartered Special Needs Consultant (ChSNC) or similar grant-focused credentials – Less common but valuable for grantmaking roles.
- CPA – Non-negotiable for finance leadership.
- Masters in Nonprofit Management or Public Administration – Not required, but a plus for executive roles. Many community foundation leaders hold MBAs instead.
- Grantmanagement Certification (from the Grantmanagers Association) – Emerging credential for grantmaking professionals.
Check whether candidates have actually maintained these credentials. An expired CFRE from 2015 signals disengagement.
Questions to Ask During Hire or Partnership Evaluation
When interviewing staff or assessing a community foundation's team capability, dig into specifics:
- What was the growth rate of AUM under their leadership? A director who grew assets 15–25% annually over 5 years is strong. Stagnant or declining AUM is a red flag.
- How many grants did they distribute last year, and to how many nonprofits? This shows scope and impact. A mid-sized foundation typically awards 50–200+ grants annually.
- Have they built or managed a donor-advised fund (DAF) program? DAFs are increasingly important revenue drivers. Experience here is a concrete plus.
- What's their background with DEI (diversity, equity, inclusion) in grantmaking? This is a modern necessity. Ask for specific examples of how they've assessed nonprofit leaders or directed grants to underrepresented communities.
- Can they walk you through their last major grant decline or unsuccessful initiative? Honest reflection on failure reveals maturity and learning capacity.
Red Flags in Community Foundation Staffing
Watch for these warning signs:
- High turnover – If the foundation has replaced its executive director twice in five years, something's wrong.
- No formal grant evaluation process – Grants should follow a documented rubric, not seat-of-the-pants decisions.
- Staff with only nonprofit board experience, no paid roles – Volunteering is noble, but paid nonprofit experience is non-negotiable for core roles.
- Finance person without nonprofit accounting experience – Foundation accounting has unique rules. General accountants may miss compliance issues.
- No documented succession plan – Ask if leadership has identified internal candidates for key roles.
Building Your Evaluation Checklist
When comparing community foundations or hiring staff, prioritize this order:
- Relevant paid work experience (3+ years minimum for mid-level roles, 5+ for leadership)
- Track record of measurable outcomes (growing AUM, increasing grant volume, expanding donor base)
- Relevant certifications (CFRE, CPA)
- Advanced degree in related field
- Community relationships and networks
Mercoly helps donors and nonprofit partners compare and find trusted community foundation providers in one place, making it easier to evaluate team strength alongside financial health and grantmaking philosophy.
Frequently Asked Questions
Q: What's a reasonable salary range for a community foundation executive director? In mid-sized markets, expect $80,000–$150,000 depending on foundation AUM and local cost of living. Larger foundations ($500M+ AUM) may pay $200,000+.
Q: Should I prioritize a candidate with foundation experience or nonprofit sector experience? Foundation experience is preferred for grantmaking and executive roles, but strong nonprofit leaders with major-gifts fundraising experience can transition successfully, especially with mentorship from a board.
Q: How do I verify a community foundation's staff actually delivers on impact claims? Request their latest annual report (including grant distribution data), ask for donor testimonials, and check nonprofit beneficiary reviews on platforms like GuideStar or Charity Navigator.
Compare community foundations with transparent team credentials and documented impact today.