We recently hosted a philanthropic retreat, facilitated by the Global Social Innovation Exchange (SIX) in South Australia. During the retreat a small breakout group came together to explore the nuances for philanthropy in an ever-changing landscape. There was a sense that some were stable and committed in their primary role as funders, while others were starting to assume additional roles and looking for ways to support broader systems change. What quickly emerged was a spectrum of roles that funders could choose to play.
This work, taken forward by The Australian Centre for Social Innovation, Perpetual, Dusseldorp Forum and the Paul Ramsay Foundation, seeks to build on that conversation. It is not a “how-to” guide for systems change, it is a starting point for foundations who are interested in exploring how their own internal conditions align with their ambitions to create the big changes needed to address the big challenges being faced by society.
"There’s a great opportunity for us to do more by reaching into communities of diverse experience to assist our clients with advice, to re-think who qualifies as ‘an expert’ and to ensure that we as an organisation are doing all we can to listen more closely to the voices of communities we are trying to support".
Cat Fay, GM of Community and Social Investment, Perpetual.
Perhaps one of the more challenging conclusions is that many of the current norms of traditional philanthropy, such as short-term, discreet investments and a board of experienced professionals, tend towards sustaining existing systems rather than transforming them to something new.
Throughout the report there are stories from across the world of how foundations are evolving their giving strategies, deepening their relationships, taking on new roles and innovating their operating models in order to grow their impact.
"As a relatively new foundation, we have found it immensely helpful to look over the shoulders of other philanthropic organisations. The report helpfully highlights how those old and new have been challenged to keep redefining their roles, what it means to be innovative, and to play roles that others are unwilling or unable to play to create and sustain change".
JO TAYLOR, CHIEF CAPABILITIES OFFICER, PAUL RAMSAY FOUNDATION
The tools contained within the report provide an opportunity for foundations to have reflective conversations with their teams, boards and grantees about four potential “contributions” they can make in supporting systems change.
Read the full report