Philanthropy is an integral part of the legacy many families want to leave through their family office. There are as many approaches and specific priorities as there are family offices — but there are also common themes, such as a focus on community, alignment with family values and an increased focus on governance.
An informal survey of family office leaders found family offices focused on philanthropic impact for 2026, although the specific goals for giving vary depending on the family.
The ‘why’: giving rooted in personal history and values
“We still stick to education and health care,” says Andy Unanue, founder of AUA Capital Management, about his family’s philanthropy. Part of the reason is personal: “My mother suffered from Alzheimer’s, so the health side revolves a lot around dementia.”
For the Pepin family, the focus is on community.
“Through thoughtful stewardship, the office ensures our family’s legacy of service to the community continues for generations,” says Tina Pepin, executive director of the Pepin Family Foundation.
Many family offices have their roots in a family-owned operating business, and those businesses often have deep connections to the communities where they operate.
“Family enterprises care deeply about social and community impact — it is kind of in their DNA,” says Betsey Fortlouis, executive director, family business advisor and coach with theInnerWill Leadership Institute.
This type of family-focused goal is one reason families often find philanthropic giving to be a source of connection.
“Philanthropy can be a powerful tool for bringing the family closer, to connect around impact. Many families are now understanding that they need to be more intentional about it,” Fortlouis says.
As families increasingly talk about impact, one result is that philanthropy discussions become more focused and purposeful. Families may start a family foundation, for example, and identify key areas of focus for their philanthropy.
“There are other families where everybody just donates where they want to donate, and from an impact perspective, that’s not as effective,” Fortlouis says.
The ‘what’: multiple paths to impact
The personal connections to philanthropy — such as a focus on a particular community or health concern — mean that, in practice, families find varying goals for their giving.
Unanue’s family office giving has goals in addition to healthcare: “We are also trying to educate people to make sure they’re productive citizens of the country and are prepared when they graduate from college to hit the workforce in a meaningful way.”
Some families’ philanthropic strategies start with a broad goal, then dive deep in a few areas.
“Our 2026 priorities center on exploring creative methods of unlocking human potential and advancing models of philanthropy that are fast, flexible, and rooted in proximity to the people and communities we serve,” says Cayley Tull, president of the Tullman Family Office.
This broader goal has led the Tullman Family Office to focus in several specific areas: advancing toward a cure for Type 1 diabetes; shifting the national conversation around music education; challenging the status quo in workforce development; and encouraging greater funder collaboration in the veterans services space.
“Music education is not a ”nice to have”; it’s essential. It builds tangible, durable skills that equip students to thrive in any path they choose,” Tull says. In workforce development, they advocate for approaches that more effectively meet employer needs by engaging overlooked talent. “By presenting powerful data and insights to employers and business leaders, we are demonstrating that inclusive hiring is not just the ‘right’ thing to do, it’s the ‘smart’ approach.”
Pepin, too, cites more specific goals underneath the broader community focus.
“In the year ahead, our philanthropic priorities will continue to include strengthening mental health and resiliency programs for first responders, advancing healthcare through strategic partnerships and expanding access to educational pathway programs,” Pepin says.
The ‘how’: governance and partnerships
In addition to establishing both broad and specific philanthropic goals, families are examining the governance structures around their philanthropy — and are seeking ways to make their impact go even further.
“We are embarking on documenting our family foundation’s philanthropic purpose,” says Meredith Liner, CFO of Mt. Vernon Investments. “Along with vision, mission and values, we are going to redefine the governance structure to include Gen 2 and beyond. It is important to record our wealth builder’s vision for the change their philanthropy will create in the world. Additionally, clear guiding documents take the pressure off the next generations.”
Tull says her family office is focused on building relationships with others who share their goals— for example, with funder collaboration around veterans’ issues.
“Together, we can simplify the landscape by aligning on shared standards, coordinating our giving and transparently reporting outcomes through a coordinated standards initiative designed to bring greater accountability, learning and impact to how we collectively support veterans and their families,” Tull says.
Tull says greater collaboration would help the broader family office ecosystem, as well.
“For family offices broadly, the challenge will be translating good intentions into measurable outcomes. We can’t all be working in silos, each spinning our wheels,” Tull says. “The real opportunity lies in finding meaningful ways to partner, share learnings and move collectively toward impact. Success will depend on setting aside egos, embracing collaboration and accountability, and maintaining a willingness to experiment in service of real-world change.”