Some people will be delighted to have the AFL season behind us. I guess it depends a lot on whether or not you’re a Swans supporter. As a sometimes parochial South Australian and all the time Crows supporter, living in Melbourne can come with mixed blessings. Mercifully season 2012 was a little easier on me than the two prior.
As a committed South Aussie I like to keep my eye on what’s happening at ‘home’. I read the papers, stay abreast of the politics and in my job am always interested to see the types of projects and applications coming out of SA. In philanthropy circles South Australia, along with Tasmania, is often referred to as a ‘non-traditional’ philanthropy State. I’ve always been puzzled by the ‘non-traditional’ bit and what that actually means. Does it mean that there is no history of philanthropy in SA? If so, it would be an unfair indictment on SA with Australia’s oldest continuing trust, The Wyatt Benevolent Institution, still playing a leading role in South Australian philanthropy. I’ve also recently had a chance to meet with Philanthropy Australia’s South Australian network, a growing and committed group of private, family and corporate funders.
While there is a historic and ongoing philanthropic culture in South Australia, it is small. There is absolutely room for growth and with Philanthropy Australia’s announcement of the positioning of a staff member in Adelaide, we can hope for some some big gains in the numbers of active philanthropists as well as increased support for those that are already there.
Despite my parochial ways, I’m under no illusions about some of the challenges South Australia faces. The Northern suburbs of Adelaide are home to some of Australia’s most disadvantaged families. South Australia’s remote Aboriginal communities face significant health and education challenges and some of the State’s most important marine, riparian and terrestrial ecosystems continue to face threats from policy, mining, commercial fishing, fire and urban growth. Yet despite the needs that are evident when I speak with funders who have the ability to fund nationally most will say they receive very few applications from SA – the State is a cold spot on the application heat map.
The announcement from South Australia’s Premier Jay Weatherill this week, that the State’s public service was about to get cut and that these cuts were about working smarter with less, caught my eye. It’s impossible to know where these cuts will be felt the most, or whether those left behind are able to meet the Premier’s ambition of greater innovation. With these cuts at hand and the needs of the community clear it is time for the South Australian Government to find ways to engage with philanthropy to lift levels of community funding and innovation. No government has embraced relationships with philanthropy like Victoria, both the current and the previous State Governments have maintained and built valued relationships with the sector. Word from funders in NSW is that the Government there too is making inroads into building functional and more supported partnerships with private funding partners. With the language of ‘big society’ creeping into our politics, much more is going to be expected of private and corporate grantmakers into the future. Those communities who will be least affected by public funding cuts will be in those States with strong and functional relationships with philanthropy.
So how can South Australia help to bring increased philanthropic dollars to the State? I wanted to brainstorm some ideas that might help my home State to take greater advantage of philanthropic dollars on offer.
- Recognise that Adelaide is a perfect size for ‘trials’: the Australian Centre for Social Innovation (TACSI), which is based in SA, is helping to sell that message to funders with an interest in social innovation. A strong functioning nonprofit sector will provide more jobs and obvious community service benefits. Finding ways to be attractive to nonprofits as a centre for national community trials will reap rewards for the State and its communities
- Match the dollar: most Foundations love to leverage and nothing feels better than leveraging money from government. An initial match funding pool of funds in areas of priority for the Government could be set up initially to incentivise philanthropic investment from outside SA
- Come and say hello: trade delegates travel all over the world trying to bring investment into SA, why not have the Premier or key Ministers jump in a plane to Melbourne to meet some key Foundations and their Boards to discuss some of the needs and priorities of the State?
- Get funders to SA: the Government could consider investing to get philanthropy to come to SA and meet some of the organisations that are doing great work across the arts, health, academia, housing, community development etc. Philanthropy is ultimately about people, so it’s imperative that foundations feel as though they are connected into the State. While I acknowledge you can bring a horse to water but you can’t force it to drink, there are enough attractive funding opportunities in SA that getting funders to the State is an important first step
- Value what you’ve got: philanthropy is alive in SA and other foundations look to and respect the work of their peers. The SA Government should be working actively to ensure that their relationship with locally based philanthropy is strong.
I’d love to see more national funders examining their giving and attempting to improve distributions to those ‘cold spots’ on the map. Those areas tend to be the places with the highest need and quite often the least capacity for attracting support. But our local and State Government friends need to recognise that philanthropy, like most things in life can be incentivised and encouraged. So if you were advising the SA Government, what else would you recommend to encourage greater philanthropy? We’d love to see some of your views below.
You can follow the musings of Caitriona Fay on Twitter via @cat_fay or the blog via @3eggphil.
It’s all about visualisation!!….
The Australian Institute of Grants Management (AIGM) is a professional network linking grantmakers, grant managers and grants administrators from philanthropic, corporate and government grant making. It provides support, advice and inspiration to people involved with all things grantmaking, with the aim of helping practitioners to achieve excellence.
In 2012, the AIGM inaugurated its Grantmaker of the Year Award. The award aims to find out from those working at the coalface what they think could be done to enhance and improve grantkmaking in Australia. It aims to find the leaders of our field and have them share their great ideas with their grantmaking peers and what’s really important is that it aims to give recognition to the great skills and professionalism that exists in Australian grantmakers.
The first award was given to our own Egg 1 (well done Caitriona!!) and the search is now on for someone to fill her award-winning shoes. Anyone who has worked for at least six months of this year as an Australian Grantmaker can apply and if you’re the winner, you’ll be paid handsomely for sharing your grantmaking pearls of wisdom ($5,000!). I’ve heard mention so many great ideas about best practice and next practice, and how we can improve what we do. Now’s the time to share them. And be paid for the privilege!
To nominate, you just need to complete the online nomination form at www.grantsmanagement.com.au/award
Entries are open until midnight on Tuesday, December 4, 2012 and the winner will be announced in March 2013.
You can follow the musings of Claire Rimmer on Twitter via @ClaireMRimmer or the blog via @3eggphil
When the news broke a few weeks ago that Deborah Seifert, CEO of Philanthropy Australia, had resigned after being in the post barely two years I was really surprised. I was even more surprised when it was announced more or less simultaneously that the Director of ArtSupport Australia, Louise Walsh, would be stepping into her shoes. After initially being a little bit puzzled at the seamlessness of it all, I began to think about the possibilities that having Louise at the helm might represent and things felt quite positive. Interesting, even.
But what has unfolded this past couple of weeks has left me a little cold. I really don’t know what to make of it all. Which is not being helped by the fact that PA is revealing nothing to its membership. Where is the communication? Where is the transparency? Consequently the rumour mill is running wild and people are not happy about the whole situation. Certainly, if the rumours are true there are big changes on the horizon which, if they are to be accepted, need to be managed (which they haven’t to date). And so, what was an air of possibility has now become a distinctly bad smell.
All this and then the Opposition’s opposition to the ACNC. Obviously I can’t pretend to know the whole of the NFP sector, but what I can say is that I haven’t heard the same wide-ranging doubts and concerns that Kevin Andrews, Liberal spokesman for families, housing and human services was recently quoted by Fairfax Media as having heard. However if there are doubts and misgivings, it’d be great to hear them….
I had a chance recently to sit in on Philanthropy Australia’s Rural and Regional Affinity Group Meeting. It’s a group ably led by Jeanice Henderson of the Foundation for Rural and Regional Renewal (FRRR) and links together funders from across Australia with an interest in supporting communities in regional, rural and remote Australia. I was there in my capacity as Co-Convenor of the Philanthropy Australia’s Education Affinity Group but I have subsequently signed up to participate more regularly as a member of the group.
I began wondering why it was that the Foundation I work for hadn’t been involved with the Rural and Regional Affinity Group up until that point. It is a relatively new group and, like all in the philanthropic sector, I find myself ‘time poor’ a good deal of the time but the truth be told I think I may have actually dismissed the fact that I work for a foundation does make investments in those communities. Sometime when you are not explicit about what you fund (in this case regional and rural Australia) you can dismiss the role you should be playing in thinking about how to make better investments in that area.
Interestingly, I have noted the issue with ‘education funding’ too. I speak to a lot of philanthrocrats who aren’t involved in the Education Affinity Group and when we get talking about their funding priorities it’s clear that there is a genuine education cross over. Education is perhaps the broadest of all funding areas – what are we actually talking about when we say ‘education funding’? Is it simply schools support, numeracy and literacy and basic learning support for students? Or, as funders do we need to think about the wider diversity of education support we direct to young people via our arts, environment and health programs?
Last year’s Leading Learning in Education and Philanthropy survey picked up on the diversity of areas that philanthropy was making its investments to in education. A group of 25 funders actually agreed to identify themselves in the survey to outline the diversity of their education funding remit. The breath of funding priorities was impressive with areas as wides as support for the creative arts to vocational education for young people all supported. You can check out the full results via the Leading Learning in Education and Philanthropy (LLEAP) dialogue series.
In 2012 everyone involved in the LLEAP research is hopeful that the full diversity of philanthropic funders involved in education will complete the Philanthropy Survey to try to paint an even clearer picture of what funds are being directed to education by private and corporate funders. So I would urge all those funders who think they fit within the broad education remit to complete the survey and twist the arms of others they know to get involved too. As a philanthropic sector it is important we invest our time and energy into knowing how we currently engage with our partners, so that we might in the longer term improve our practices, share our learnings and ultimately do better by those communities we are aiming to support.
The LLEAP Philanthropy Survey closes on Tuesday 21 August. If you have any questions about the survey or you involvement contact Emma or Michelle via firstname.lastname@example.org.
You can follow the musings of Caitriona Fay on Twitter via @cat_fay or the blog via @3eggphil
I have just been reading the fantastic conference program for the recent European Foundation Centre Conference in Belfast. From 6-8 June 2012, more than 500 foundation professionals from Europe and around the world gathered for the 23rd EFC Annual General Assembly and Conference to learn about, share and debate issues surrounding peace and social justice and other pressing philanthropic topics, from education to the financial crisis. Take a look…. Definitely one to think about for next year (30 May – 1 June in Copenhagen, Denmark)!!
One of the many fantastic concurrent sessions open to delegates was Shedding light on our own practice: the impact and effect of our own behaviour. And it offers a nice follow-on from the Eggs’ most recent post, The Never Changing World of Philanthropy .
Shedding Light is a research project supported by Adessium Foundation, FACT, Fondation Philanthropia Lombard Odier, Oak Foundation and Pears Foundation, and coordinated by European philanthro-gurus Judith Symonds, David Carrington and Karen Weisblatt. It’s part of the European Philanthropy Learning Initiative, a relatively new initiative which aims to strengthen learning and knowledge about philanthropy in Europe, to help Foundations positively enhance what they do.*
Consultations with 26 Foundations of varying sizes, histories and priorities from across Europe were carried out, specifically in preparation for the EFC Conference. Each Foundation was asked a series of detailed questions about their work, practises and performance, and the responses were used to formulate recommendations regarding the practical steps every Foundation could take to improve or change how they do their work, to help them achieve more. The recommendations formed the basis of the session discussion. Instant grant-making think-tank!
There were two major things that stood out from the consultations: the need to enhance opportunities for peer learning and the need to develop a community of practice. In fact, one of the key recommendations was that a group of foundations from across Europe should form a community of practice to lead by providing resources, working to a jointly agreed plan, celebrating and promoting learning initiatives, supporting new initiatives and encouraging other organisations to take action. Session participants were invited to be creative and critical in response to the findings. Wow. I bet it was a very long, impassioned discussion! It certainly would be here but it sounds like a conversation well-worth having if it helps us to improve what we do.
Discussions from the session will be fed into a final report which has an as yet unannounced publication date. I’ll keep you posted!
*The European Philanthropy Learning Initiative is an informal collaboration of donors and consultants. The first stage of the initiative, which was launched in 2009, commissioned a report, The Application of Learning and Research to Philanthropy (David Carrington)
You can follow the musings of Claire Rimmer on Twitter via @ClaireMRimmer or the blog via @3eggphil
New approaches to solving old problems is the innovation mantra of more than one philanthropic foundation in Australia. Recently this got me thinking about the different approaches operating within the grantmaking space in Australia. With a few notable exceptions aside I think it is fair to say that most trusts and foundations operate in a pretty similar procedural manner. So while funders ask grantseekers to innovate in their practices there is little experimentation around grantmaking practices. Can we assume this lack of innovation from funders in their grantmaking approaches is due to the fact that funders have got their processes perfected? I wonder what grantseekers would say to that?
So what do grantseekers think of Australian funders? Officially we don’t really know but I doubt that is because applicants and grantees don’t have opinions. The unfortunate reality is that there is little opportunity provided for grantseeker or grantee feedback about a funders approach to their grantmaking. In the United States the Centre for Effective Philanthropy has developed the The Grantee Perception Report® (GPR) which provides grantmakers with comparative and frank feedback on how grantees think they are performing. Some funders even choose to make their reports publicly available. The GPR allows philanthropic boards to assess their performance as funders, this in turn helps them to work more effectively with grantees in the pursuit of their mission.
So is the answer to better practices and diversity in grantmaking approach as simple as the provision of a feedback loop? While comparatively speaking there are greater levels of diversity in philanthropic practices across the United States it could be argued that ‘sameness’ is still the dominant feature of their foundation sector.
In a 2009 post on her philanthropy blog, Stanford University’s Centre on Philanthropy and Civil Society Visiting Fellow, Lucy Bernholz, questioned why, when there is so much that people outside of the foundation field would change about how philanthropy functions, has so little changed in past 100 years. She contends:
“It doesn’t seem possible that these practices survive because they work well, please the customers, or even please the board and staff who choose them and re-create them. Institutional isomorphism is one of those graduate school concepts that is… true to life – organizations mimic like organizations, even when it doesn’t necessarily serve their purposes” (2009).
Isomorphism is basically the much flashier way of saying ‘sameness’. It should also be said that not all about isomorphism is bad. If you look like a duck and talk like a duck chances are other ducks are going to accept you. These behaviors are really evident in the corporate world where organisations that look like each other (in terms of board structure, staffing structure, business philosophies) will more easily attract investors, customers and secure loans. In short isomorphic behavior gives many organisations legitimacy.
There have been studies that suggest that isomorphism within the nonprofit sector is not as evident as it might be in the corporate world. I’d contend however that traditional philanthropy is the exception to that nonprofit rule and there are a couple of reasons for that. Think of the really big Australian philanthropic foundations, even most of the small ones too – they seem to operate and look pretty similar to one another in their grantmaking (e.g. application process, closing dates, reviews, board meeting, results etc). Objectives and priorities might be different, but processes and board structures are fairly similar. Part of this is driven by fiduciary responsibilities. Trustees of foundations need to concerns themselves first and foremost with management of the assets – the upside is that if they do this well they can give away more money. So with grantmaking merely a by-product, it’s not hard to understand why diversity in grantmaking approach is not as evident as it might be.
Competition in the corporate world drives innovation and new behaviours. In the nonprofit world, there is competition too for funds as well as the mission driven approach that dictates how NFPs work and the skills sets that they have on their boards and among their staff. In philanthropy that competition doesn’t exist and compliance is focused almost solely on tax and law. So how do we drive diversity? How to do celebrate those foundations that invest more in understanding that sometimes what is really important is the way you give? Perhaps a good starting point is to accept some feedback from those we work with most closely, our grantees. We also need to start listening and learning from those funders who are working a little bit outside the box. What have been their experiences, successes and failures? How did they bring their boards on that journey?
So what do people think really good models of philanthropy look like? Can we start to compile some of the features that not only lead to better practices in philanthropy but greater impact on the ground?
You can follow the musings of Caitriona Fay on Twitter via @cat_fay or the blog via @3eggphil
It has been expressed to me on more than one occasion that philanthropy is becoming too professional. I work in the sector, so I try not to take it personally but I think it is time to pick apart the debate a little. We’ve previously tackled on this blog the delicate balance that good philanthropic grantmaking must attempt to strike: a warm heart and a cold eye. There have been a number of good posts and speeches about the nature of philanthropy and the belief that altruism is unique and embedded within human nature. There are also the economists of this world and other theorists who believe altruism, like all other human behaviours, is incentivised and can be moulded into form.
It appears the nonprofit sector, with the exception of a couple of amateur sporting codes (Gaelic football comes to mind), is the final domain of debate around whether increased professionalism diminishes rather than increases the value of a sector. Does increased professionalism, and the development and employment costs it carries, remove much needed funding from the service coal face, or ultimately help to deliver more while building efficiencies?
With relation to professionalism within philanthropy I hear two main complaints:
- There are a lot of people making a lot of money out of spruiking the value of professional organised philanthropy and/or;
- Philanthropy has lost its benevolent heart and is no longer organic or enjoyable. In short, it’s become work rather than play.
The question of philanthropy profiteering is more often than not pointed in one direction – trustee companies. With the enormous growth in private ancillary funds and the governance arrangements they carry there is suddenly money to be made in giving away money. Of the 5,000 or so estimated trusts and foundations in Australia more than half are thought to be held within trustee companies. These pots of funding are held outside of the public view and are managed and coupled with investment and other financial services. To the cynical, trustee company philanthropy is perceived as tax-break grantmaking and the philanthropic services they offer is viewed as being muddled up with, and merely ancillary to, the bigger bucks of the financial services game.
Equally, those who lament the loss of the benevolent heart of philanthropy are genuinely fearful that philanthropy is the latest victim of fads and bureaucracies that add little value and ultimately deter people from giving. In the world of strategic grantmaking, venture philanthropy, philanhrocapitalism and engaged philanthropy, the concern is that the joy of giving has been lost and with it, potential philanthropists.
It would surprise some detractors perhaps to learn that despite concerns around profiteering and the loss of the joy of philanthropy, it appears that financial advisers and trustee companies might actually be playing an important role in both attracting people to and educating people about philanthropy. A report from the Queensland University of Technology, Foundations for Giving: why and how Australians structure their philanthropy, documents responses from 40 people involved in structured, formalised philanthropy. Virtually all respondents indicated that advisers and other intermediaries played some role in their philanthropy and the views expressed were generally positive. In fact, the negative views expressed by respondents around advisers seems to suggest a greater level of expertise in philanthropy and skills in grantmaking would be preferable.
Philanthropy is and always will be a ‘people’s’ game. Its about people being inspired by other people. Its about people trusting and believing in other people. Most of all it is about people wanting to create better lives and communities for others. It is hard to imagine that the heart of philanthropy will be lost simply through increased professionalism. In fact there is mounting evidence to suggest that the opposite may actually be true. Some of Australia’s trustee companies are driving not only increased professionalism within philanthropy, but also a greater diversity in practices and approaches to grantmaking. Some of our most vocal proponents for greater levels of giving among Australia’s wealthy, increased investment in organizational capacity support and improved engagement and evaluation of grantmaking approaches, are coming from within the trustee company sector. The gags many individual philanthropists are compelled to wear when talking about their philanthropy are less evident within adviser circles.
Good trustee companies will be passionate about their philanthropy and the approaches available to their clients. Poor trustee companies will see philanthropic services as ancillary, and more than likely will charge a hefty price for the pleasure. As is the case with all services, donors should shop around, the cream of the crop will quickly become evident.
The professionalism that trustee companies bring to client services is beginning to have an impact on philanthropy as it is delivered in Australia. It’s a diversity that the sector absolutely needs. More choice for donors and potential philanthropists is important as is greater debate on grantmaking approaches and philosophies.
You can follow the musings of Caitriona Fay via @cat_fay on twitter and the eggs via @3eggphil