This paper answers frequently asked questions on how health care reform will affect companies with more than 50 employees. The report includes sections on options available to employers, penalties for non-compliance and the industries impacted the most.
Power failures, IT system crashes, supply chain problems or a flu epidemic can cripple a family office as completely as a natural disaster or terrorist attack. Developing and implementing a business continuity plan can help bolster a family business's defenses against such risks and serve as a first line of defense against losses.
This guide covers wealth management and tax planning strategies to consider before year-end and into 2012. Topics include tax management, wealth transfer planning, education funding, philanthropy, retirement, liabilities management, insurance, business owner issues, tax implications of health care reform, and building a strategic plan.
The US Treasury has now released the long-anticipated “Model 2” intergovernmental agreement (“IGA”) to facilitate the implementation of FATCA, which is expected to be the template for US agreements with Switzerland, Japan, and certain other countries where there might be domestic legal or administrative impediments to entering into a Model 1 IGA. T...
Identity theft is now the fastest-growing financial crime, according to Thomson Reuters. Some 8.1 million people or 3.5 percent of the U.S. population were victims of identity theft last year. This paper outlines best practices to help safeguard your assets.
Many family offices run like mom-and-pop shops need to embrace best-in-class management and oganizational standards. Blackman Kallick's Mark Blumenthal presents a case study of a small family office that put more formalized processes in place in this "Worth" magazine article.
This first national study explores the topic of family philanthropy through the family office including opportunities and challenges, perspectives and experiences of practitioners and family members with the family office structure. This is a collaborative project of the National Center for Family Philanthropy, Threshold Group, and FOX.
Developing an effective family office can be a formidable challenge. Keeping it headed in the right direction is a constant process of assessment and adjustment. The rapid pace of change in virtually every aspect of the world around us necessitates this monitoring and redirecting process to ensure and maximize the effectiveness of the family office...
One of the greatest challenges facing family offices is how best to demonstrate and communicate the value that the office provides to the family. At the FOX Fall Forum session “Setting Expectations and Measuring Success,” representatives from two family offices described how working in tandem with family clients to set goals and objecti...
Just as family businesses have boards and family foundations have boards, family investment offices should have boards, too. And the best family boards include several independent, outside directors. Boards provide oversight and accountability. Family organizations benefit from such oversight, and independent, outside directors on boards provide fr...
How does a family office serving the third and fourth generations differ from one that is serving generations seven and eight? How do the servicing needs change as the family expands and changes? What happens when the cost of services delivered by the office exceeds the perceived value? How can costs be controlled? What back office systems are requ...
Among the most crucial functions for the family office is the chief investment officer (CIO). The position might be held by a family member or outsourced to an external professional. A minority of families hire a captive investment professional-a strategy considered by many to be among best practices for families with ten-figure wealth.
Family office executive compensation is a topic continually reviewed by the FOX membership. Because the family office industry draws from other financial and legal professions, it is of critical importance to both the executive and the family to gain a wider understanding of the competitive landscape of executive compensation and benefits in order ...
Most of us live with a fair amount of interpersonal conflict, largely because we really don't believe that it can be resolved. Ongoing controversy within families and between family members and family office staff is a common experience, but it is not a necessary one.
Effectively managing the transition of employees into and out of a family office will contribute significantly to the achievement of business objectives. Transitions are stressful for the employees and family members who are affected by the change, but, with careful planning, positive morale can be maintained and disruptions to work flow kept to a ...