I N SEPTEMBER, the Pittsburgh Post-Gazette published a four-part series on the nonprofit sector, reporting on its rise to become the premier economic engine for the region. From my view, I see that nonprofit engine also providing the thrust for a lot of social good — more so here, I believe, than in any other city of our size. This issue of FORUM is filled with examples. Pittsburgh Foundation donors and their financial advisors are helping to fuel a nonprofit juggernaut that has led to an economic and quality-of-life renaissance — one of many that this city is famous for instigating. But this one is special: It’s the first to be led by nonprofits themselves — not by corporate or government entities. There are two nonprofit sector assets I see as essential to the city’s abil- ity to thrive in the future: a distinct giving culture and visionary leadership. In just the past month, breathtaking leaps forward have been announced by the region’s two health care systems. The University of Pittsburgh Medical Center has a $2 billion plan that includes building three new specialty hospitals in the city proper, making it a worldwide hub for cutting-edge medical services. Allegheny Health Network is embarking on $1 billion in development to expand acute-care treatment and hospitalization outside urban medical centers. Both promise significant gains to the local economy, but UPMC President and CEO Jeffrey Romoff’s vision for the health care system he has pushed and prodded through the past decade will double its revenue by 2022 to $28 billion. Feeding that will be territory extensions across Pennsylvania, into neighboring states and overseas beyond the eight foreign cities now in partnerships. It was not inevitable that such an economic and quality-health care powerhouse would develop. UPMC was a loose confederation of six hospitals in the 1970s when Romoff saw the potential. To realize it, he ingeniously brought a business sensibility to the system. Keys to success then were mentors such as Dr. Thomas Detre, and key today, community leaders such as longtime UPMC Board Chair G. Nicholas Beckwith. I am excited to be living in a city where UPMC is driving social change as much as the economy. Headlining its philanthropy is an astounding $100 mil- lion investment in The Pittsburgh Promise, our supporting organization that has made college possible for nearly 8,000 city students in the past decade. At the Foundation, we celebrate UPMC’s contributions, and we’re also mindful of the extra stewardship responsibility that comes with the nonprofit label: Charitable assets, not private investor stakes, are fueling future investments. In living up to the nonprofit ethos, UPMC’s return on investment must include decent wages, benefits and fair working conditions for all its employees, as well as contin- ued quality-of-life benefits to the public. We intend to be a strong partner in making sure that the nonprofit economy in Pittsburgh is philanthropically profitable. Maxwell King | president & CEO PRESIDENT’S MESSAGE IN THIS ISSUE 4 SOUNDING THE ALARM Westmoreland community foundation is a first responder to the firefighter recruitment crisis, with a $10,000 planning grant that leads to $4.3 million in federal funding. 10 HANDS-ON PHILANTHROPY Financial advisors gain valuable insight through immersive program. 12 PLANNING WITH PURPOSE An attorney’s passion for philanthropy makes her more than an intermediary. 14 FOOD FOR THOUGHT New Kensington pay-what-you-can café fosters “commonality.” 7 Meet the Development Team: Philanthropy Dreamcatchers 8 Staff Profile: The Big Payback 18 Staff Profile: Promotions Announced in Foundation’s Leadership ON THE COVER Pictured, from left, Assistant Chief Bill Yant III and Lt. Patrick O’Mahony from MurrysvilleVolunteer Fire Company No. 1 and Deputy Chief Cody Paiano from SardisVolunteer Fire Company Station 78. Their companies are two of the 60 volunteer fire departments benefiting from the SAFER Grant in Westmoreland County.